Tata Steel - Blast Furnace PDF

Reduction of Coke Rate
from 428 kg/thm to 408

kg/thm at ‘I’ Blast Furnace
Vineet R Tripathi
Head Operation ‘I’ Blast Furnace
S. Subhachandhar
Manager Operations & Support ‘I’ Blast Furnace
1
Tata Steel … values stronger than steel
1 500
First Integrated Steel Plant One of the few steel industries to
in Asia feature in FORTUNE500
28 81K
Over 28 Million tonnes of Steel Conglomerate with over 81,000
Produced p.a employee
5
Providing customized solutions across 5
continents
110 Years of Successful operation
110
© Copyright 2017 Tata Steel. All Rights Reserved 2
1
‘I’ Blast Furnace… Journey of Excellence : 2012 - 2017
Commissioning of I BF – 4th April 2012
2013 2014 2015 2016 2017

World Class Going Green Breaking the Pursuit of Outperforming
Commissioning & Up skilling Deadlock Excellence in Ourselves
Manpower Safety
• First breakthrough
• Benchmark Ramp • Zero Effluent • Centre for • Highest Ever Production
in Operational
to the Rated Discharge for the first Excellence in • Lowest Ever Coke Rate and
Efficiency – Tata
Capacity time Process Safety Highest Coal Injection –
Steel benchmark
• Leanest Man- • Highest Power • 1000 days of LTI Indian Benchmark
• Reduction of CO2
Power Blast Generation Free Operations • Lowest Ever Utilities &
Emission to Indian
Furnace in Tata • 100% Involvement of • Exemplar in Road Consumable consumption
Benchmark
Steel India & I BF manpower in Safety Performance • Achieved Status of Power
• Shram Bhushan
Europe Improvement in Tata Steel Neutrality – We Consume
Award recipient
Frameworks – TPM & what we produce
from Hon. President
SGA
of India
INDEX
6’
Project and Team Selection Slides – < 5 - 17 >
1
7’
Current Situation and Improvement Slides - < 18 – 31>
Opportunity Analysis 2
5’
Slides - < 32 – 48 >
Solution / Improvement Development 3
6’
Implementation and Results Verification 4 Slides - < 49 – 59 >
3’
Sustaining Results Over Time 5 Slides - < 60 – 63 >
3’
Beyond Results : Awards & Accolades 6 Slides - < 64 – 66 >
2
1 Project and Team Selection
1.1.0 Understanding the Context of the Project Selection

1 1.1.1.1 – Who was responsible for the selecting the project ?
Project & Team
Selection
1.1.1.2 – What background information on the company or those who selected the project was provided to better
understand the context of the project ?
Elaborate Project Selection Framework following ‘Top – Down’ Approach
2
Current Situation Team Responsible for
and Improvement Selection of the
Opportunity Analysis 1 project
3
Improvement
Development
4
Implementation &
Result Verification
5
Sustaining &
Communicating 2
Results Background Information for the selection of the project
3
1.2.0 Project Selection Process
1 1.2.1.1 – How was the gap or opportunity brought to the attention of the project identification group ?
Project & Team
Selection
1.2.1.2 – What was the opportunity (process improvement) ?
1 Bringing the Opportunity to the Attention of Project Identification Group

Opportunity
2
Current Situation
and Improvement Company Level 30%
Increasing the
Opportunity Analysis Strategy savings by INR
2000 Cr 70%
(Tata Steel)
3 60 % of Cost of Hot metal is
Improvement Divisional Level Reduce the Cost Cost Break Up of Finished Steel incurred through Coke & Coal
Development Strategy of Divisions consumption in Blast Furnace
product
(Iron Making)
Scope
4
Implementation & Departmental
Result Verification Reduction of Hot
Level Strategy Metal Cost
(Blast Furnace)
5
Sustaining &
Communicating The current position of I BF also states that
Results there is scope of improvement

1 1.2.1.3 – What area of the organization had the gap or opportunity ?
Project & Team
Selection
2
Current Situation
and Improvement
Opportunity Analysis
3
Improvement
Development 60 % of Cost of Hot metal is
incurred through Coke & Coal
consumption in Blast Furnace ‘I’ Blast Furnace
4
Implementation & 2 What ? 3 Where ?
Result Verification
42% of the cost of Finished steel comes from the coke and Area of Opportunity
coal consumed in Blast Furnace – OPPORTUNITY TO Identified
5
Opportunity REDUCE THE COKE CONSUMPTION & IMPACT
Sustaining & THE BOTTOMLINE ‘Blast Furnace’
Communicating
Results
4
1 1.2.2.1 – What data was generated to help select the project ?
Project & Team 1.2.2.2 – What methods and tools were used to assess or prioritize the need for the project ?
Selection
1.2.2.3 – Why were these methods and tools used to select the project ?
1
Data Generated
2 Input from BO&S

To align the project to the strategic List of projects shortlisted
Current Situation priority
and Improvement S.No Project Legend Ease of Implementation Business Impact Strategic Priority
To understand the current situation

Elimination of Nut Coke Discharge from I
1 A 1.2 3.8 6.5
Opportunity Analysis Operational Data 2

3
BF Stock House
Reduction in cold blast humidity
Increase Gas Utilisation by 2%
B
C
1.6
2.8
3.5
3.1
5.9
4.5
and scope for improvement 4

5
6
Reducing Carbon Rate
Reduction of Coke Rate
Increasing HM Si Compliance(0.6<HM
D
E
F
2.9
2.1
2.6
4
5
3.6
6
10
7.8
Si<0.9)
7 Reduction of Sp. Clay Consumption G 1.5 3.4 6.1
8 Increase Hot Blast Temp by 10 C H 1.1 3 4.2
From Business
9 Reducing Sinter Return Fines I 2.3 2.7 3.4
3 To identify the various cost affecting 10

Reduction of Poor Wind Acceptance by
50%
Reduction in number of Process
J 2.6 2 5
Improvement Analysis Group

11 K 3 1.1 8
parameters 12
13
incidences
Ore and Coke drying system
Increasing drill machine mist flow from 3
M
L 1.9
1
2.2
1.2
4
2
Development 14
to 8
Reduction in Emissions at I BF
Commissioning of Alternate Raw Coal
N 2 2.4 6
15 O 1.3 3.6 6.2
Supply
16 Improving sampling practices at I BF P 1 1.1 3.2
17 Minimizing raw flux addition Q 1 3.7 3
Reduction of operation contract man
18 R 1.7 3 3
power gate pass
Reduction in off chemistry dumping by
19 S 1.1 3.5 5
50%
4 20
21
Reduction in gas concentration in
Furnace Proper
Developing model road in the I BF
T
U
0.5
0.4
0.2
0.6
4.5
3.2
premises
Implementation & 22 Reducing coal injection fluctuation V 1 2.2 1.5
Result Verification
2
Prioritization Method used
3 ‘Project Prioritization Matrix’
5
Sustaining & Why ??
Communicating Holistic Approach to rank the projects selected based on business
Results Proj Rank #1 – Reduction of Coke Rate at ‘I’ BF impact, ease of implementation and strategic priority

1 1.2.3.1 – What goals, performance measures and strategies were the project expected to impact ?
Project & Team 1.2.3.2 – What was the relationship between the stated measures and perceived gap in 1.2.1 ?
Selection
1.2.3.3 – What was the problem/project objective statement that expresses where the organization wanted to be at the
end of the project ?
2 1 Bottom Up : Goals and the strategies it will affect up the ladder
Current Situation
and Improvement Blast Furnace Iron Making Corporate
‘I’ BF Goal ‘I’ BF Objective
Opportunity Analysis Objective Objective Objective
• Reduce Coke • Reduce the Cost • Reduce the Cost • Reduce the cost • Increasing the
3 Rate of ‘I’ Blast of HM Produced of Hot Metal of Divisions savings by INR
Improvement Furnace at ‘I’ BF Product 2000 Cr
Development
2 3 Project Statement :
Reduction of Coke Rate of ‘I’ Blast Furnace by 5%
4 Reduction of Coke Rate will
leading to reduction of cost of Hot metal by 0.5 %
Implementation & impact the Perceived
Result Verification
which translate to INR 20 Cr
Opportunity – Reduction of Hot
Metal Cost Improvement Current Performance Target
Opportunity (kg/thm) (kg/thm)
5 60 % of Cost of Hot metal is incurred
Sustaining &
Communicating through Coke & Coal consumption in Coke Rate 428 408
Results Blast Furnace
5
1.3.0 Team Selection and Preparation
1 1.3.1.1 – How was the stakeholder groups identified ?
Project & Team
Selection 1.3.1.2 – What or who were the stakeholder groups ?
1 All the Stakeholders were identified through the tool SIPOC
2 Raw Materials Hot Metal Logistics
Current Situation
Management
and Improvement Steel Making Shop
Opportunity Analysis Coke Plant
Fuel Management
Sinter Plant Division
3
Improvement Pellet Plant Slag Granulation
Development and Drying Plant
Fuel Management
Division Coke, Sinter, Pellet, Iron Blast Furnace Hot Metal, Slag, BF
4 ore, Nut Coke, Fluxes, Cold Process Gas, Electric Power
Blast, BF Gas, Humidity,
Implementation & Power House
Oxygen, Coal, Nitrogen
Result Verification
Maintenance Team Project Steering
Committee
5 Project Mentor
Sustaining &
Communicating 2
Project Team Process Owner *Stakeholders
Results

1 1.3.2.1 – What knowledge or skill sets were determined to be necessary for successful completion of the project ?
Project & Team 1.3.2.2 – To what extent did the existing stakeholder groups have the required ?
Selection
1.3.2.3 – What additional knowledge and skills were brought in to make the project successful ?
1
2
Current Situation
and Improvement
3
Improvement
Development
4
Implementation &
Result Verification
3
5
Sustaining &
Communicating
Results 2 Stakeholder Knowledge assessment was made and accordingly training requirement was identified
Y – Already Trained, NA – Not Applicable, N – To be Trained
6
1
Project & Team 1.3.3.1 – Before the project started, what specific training was done ?
Selection
1 Specific Training Imparted to specific Team Based on the Gaps identified
2
Current Situation
and Improvement
3
Improvement
Development
4
Implementation &
Result Verification
• Training were imparted based on the Gaps Identified, from the brainstorming sessions of the team.
5 • Dedicated classroom sessions were organized with the help of Tata Management Development Centre & Total
Sustaining &
Communicating Quality Management
Results

1
Project & Team 1.3.3.2 – Before the project started, what was done to prepare the team to work together as a team ?
Selection
2 Preparing the team, as a ‘Team’
2 The Team Brainstormed and planned the project ahead
Current Situation
and Improvement Workshop of Project Members & Process Owners with
Opportunity Analysis the Project Steering Committee where is context is set
and Team discussion of what each members can Project Plan
contribute and training needs were identified Formulation
3 Workshop
Improvement Elaborating the project with the
requirements to the Team
Development Project
Leader and finalizing the Project Project
Team Members Members &
Discussion Process
4
Meeting of
with Team Owners
Implementation &
Result Verification Project Steering Lead
Committee to set
Project
To foster smooth functioning of the team the
business context Kick Off
following steps were taken
5 and deliverables Meeting • SharePoint – Common Repository was created
Sustaining &
Communicating with access to all the stakeholders
Results • A Group e-mail ID was created
7
1
Project & Team 1.3.4.1 – What roles and expectations were determined ahead of the project ?
Selection
1 Roles & expectation from the Team Members
2 Role Project Project Team Team Team Team Process

Current Situation Mentor Leader Member Member Member Member Owners
and Improvement
Name Amit Singh Vineet R. Subhachandh Basant Kr Sanjiv Kumar Samik Nag Ujjal Ghosh /
Tripathi ar S Singh Rajkumar
Vishwakarma
3 Designation Chief, I BF Head Manager Process Sr Mgr, BF Head, BF Sr Mgr & Mgr
Improvement Operation Operations Analyst, I BF Process Research & Oprns
Development Analysis, Development
Technology
Group
4
Expectation Guide the Team the Data Process Data Process Owners of
Implementation & Team for Lead, Analysis, Expert & Analysis, Modeling Process &
Result Verification Successful Collaborate Quality Data Analysis Process and Blast Successful
completion of with various Assurance Expert Furnace implementati
the project stakeholders and Simulations on
5 and Problem Customer
Sustaining & Solving Relations
Communicating Expert
Results

1
Project & Team 1.3.4.2 – What deadlines and deliverables did the team have to consider ahead of actually starting the project ?
Selection
2 Deadlines and Deliverables

2
Current Situation Phase Deliverables Q1 Q2 Q3 Q4
and Improvement
Project Selection , Project
Define Charter Preparation, SIPOC 5th May 2015
3 Cause Effect Analysis, Root

Improvement Measure Cause Analysis, Data Collection 20th Jun 2015
Development Plan
Identify and Validate the vital 20th Oct 2015
Analyze affecting kpis
4
Implementation & Generation of possible solution,
Result Verification Improve prioritization and Validation 31st Dec 2015
through piloting
Process Control Analysis,
5
Sustaining & Control Standardising the Procedure & 31st Mar 2016
Communicating Communication to the team
Results
8
1 1.3.4.3 – Before the project started, what team routines, including communications, were established ?
Project & Team
Selection
3 Team Routines
2 S.No Meeting Frequency Chair Details

Current Situation
and Improvement
Opportunity Analysis 1 Group Internal Meeting Need Based - Lync Meetings(VC) & Discussion
regd the progress of any analysis
3 2 Project Assessment by Weekly Team Leader Assessment of Progress

Improvement Team Lead
Development
3 Meeting with the Team Bi Weekly Team Mentor Assessment of Project Progress &
Mentor Revisiting Charter
4 4 Meeting with Technology Bi Weekly Team Leader Results Validation and Inputs for
Implementation & Group and R&D Analysis
Result Verification
5 Project Steering Monthly Project Steering Assessing Progress and revisiting
Committee Review Committee targets and charter
5 6 VP Project Review Quarterly Vice President Review of Project
Sustaining &
Communicating
Results
Current Situation & Improvement

2
9
2.1.0 Key Measures Expected of the Project
1 2.1.1.1 – What specific goals and/or measures was the team trying to achieve with the project ?
Project & Team
Selection 2.1.1.2 – What additional potential benefits, other than the specific goals and / or measures was the
project expected to impact ?
1 Project Statement : Improvement Current Performance Target
2
Current Situation Reduction of Coke Rate of ‘I’ Blast Furnace by 5%, Opportunity (kg/thm) (kg/thm)
and Improvement
Opportunity Analysis thereby save INR 20 Cr in FY 16 Coke Rate 428 408
Thereby the reduction of Cost of Hot Metal
3 2 Project Benefit
Improvement
Development
Reduction of Carbon Footprint
4
Implementation & Reduction of Coke Rate Reduction of Hot Metal Cost
Result Verification
5
Improvement in Productivity
Sustaining &
Communicating
Results *Additional Benefits
2.2.0 Possible Root Causes / Improvement Opportunities

1 2.2.1.1 – What methods and / or tools used to identify possible root causes / improvement
Project & Team
Selection opportunities ?
2.2.1.2 – Why were these methods and / or tools selected ?
2
Current Situation Tools used to identify Improvement Opportunities
and Improvement
1 Tools Used 2 Why
3
Improvement Process Mapping To understand the as-is process
Development
To understand the scope for improvements and
Benchmarking
current gaps
4
Implementation & Brainstorming To look for Opportunities for Improvement
Result Verification
To study the current capability and stability of
Control Charts & Stability Charts
the process
5
Sustaining & To map and group the various affecting
Communicating Ishikawa Diagram
parameters
Results
10
1
Project & Team
2.2.3.1 – How was the team prepared to use these methods and / or tools ?
Selection
3 Preparation of Team for using the Tools
Ishikawa Diagram
2 Training Imparted to (Six Sigma Green Belt)
Current Situation
and Improvement 1. Project leader Control &
Opportunity Analysis Stability Charts 3 Hours hands on
2. Project Members & refresher training
3. The Process Owner Brainstorming imparted on the
3 7 QC Tools and a
Improvement 3 day training 6 day six sigma
Development Benchmarking program on Six training program
5 Hours training Sigma Green Belt was organised
Process Mapping Program and use
on Systematic
4 of Statistica
1 day training Focused group
Implementation & discussion and
Result Verification
program on
3 hours of hands Benchmarking brainstorming
on training methodology
imparted on The Effectiveness of training was verified by
5
Sustaining & Creation of conducting Pre Course and Post Course Assessments
Communicating Process Maps
Results

1 2.2.2.1 – What data was generated and how was the data analyzed to identify the possible root cause /
Project & Team
Selection improvement opportunities ?
2
Current Situation Tools used to identify Improvement Opportunities
and Improvement
1. What ?? 1. How ??
Tools Used Data Generated How
3 Process Inputs, Outputs, Sub Processes and Process Mapped through group
Improvement Process Mapping Performance Indicators discussion
Development
In - Processes were also benchmarked KPIs Collected from various Blast
Benchmarking along with the major KPIs Furnace and Studied
4
The various affecting parameters Dedicated Group discussion to answer
Implementation & Brainstorming
were jotted what can improve the efficiency
Result Verification
The was found stable under 100 %
Control Charts & Stability Charts Using Statistical Tool to predict
availability
5
Sustaining & Various Affecting parameter were All the affecting Parameters that were operating
Communicating Ishikawa Diagram in not optimized range were identified
drilled down
Results
11
1 2.2.2.2 – What were the possible root cause / improvement opportunities ?
Project & Team
Selection
Tools used to identify Improvement Opportunities Raw Material

2
Current Situation • Sinter, Pellet, Coke – Chemical &
and Improvement
Tools Used Data Generated Physical Properties
Opportunity Analysis • Agglomerates
Process Inputs, Outputs, Sub Processes • Moisture Input
Process Mapping and Performance Indicators
3
Improvement In Process KPIs Equipment KPIs
Development Benchmarking In - Process KPIs are also becnhmarked • Burden • Availability
along with the major KPIs
Distribution • Interruptions
The various affecting parameters were • Slag
4 Brainstorming jotted Human
Composition
Implementation & • Blowing Rate • Lack of
Result Verification Control Charts & Stability The was found stable under 100 %
Charts availabilty • Oxygen Knowledge
Enrichment Skill and
5 Ishikawa Diagram Various Affecting parameter were
• Coal Injection Training
drilled down
Sustaining &
Communicating
Results
2.3.0 Final Root Cause / Improvement Opportunity

1 2.3.1.1 – What methods and / or tools were sued to identify the final root cause(s)/improvement
Project & Team
Selection opportunities ?
2
Current Situation
and Improvement
Tools used to identify Improvement Opportunities
3 1 Tools Used 2 Why
Improvement
Development
To figure out the most affecting parameter
Correlation Matrix
among the other KPIs
4
Implementation & KPI Drill Down To drill down to final few important
Result Verification
To identify the most affecting parameter and
Multiple Regression Analysis
impact of the every variable on the big Y
5
Sustaining &
Communicating
Results
12
1
Project & Team
2.3.1.3 – How was the team prepared to use these tools ?
Selection
3 Preparation of Team for using the Tools
2
Current Situation
Training Imparted to Multiple Regression Analysis
and Improvement 1. Project leader (Six Sigma Green Belt)
2. Project Members &
3. The Process Owner 6 days training
3 KPI Drill Down
Improvement program on Six Sigma
Development Methodology
Correlation Matrix 3 hours of hands on including Multiple
4 training imparted on Regression Analysis
Implementation & building and
Result Verification 3 day training conducting KPI Drill
program on Six Sigma Down Analysis
Methodology
5 including Correlation
Sustaining & The Effectiveness of training was verified by
Communicating Matrix conducting Pre Course and Post Course Assessments
Results

1 2.3.2.1 – What data was generated and how was the data analyzed to identify the final possible root
Project & Team
Selection cause / improvement opportunities ?
2.3.2.2 – What are specified examples of data analysis that led to the final root cause ?
2.3.2.3 – What were the final root cause/improvement opportunity ?
2 Examples
Current Situation 2 3
and RC /
3 Tools Used
1 Data Generated
Improvement
Development KPI Drill Down Analysis
Correlations (Spreadsheet22 19v*297c)
The set of Variables

COKE_RATE
Correlation Matrix PRODUCTION
with P<0.05 COAL_RATE

Final Improvement
Opportunities
HMT
4 BGV
KPI Drill Down Analysis Root Causes

COLD_BLAST_FLOW_RATE
Implementation & O2_FLOW
Result Verification K
Correlation Tests RAFT
Multiple Regression The Most affecting KPIs ETA_CO
Analysis for Coke Rate

5 Total Agglomerates in Burden, Burden
Sustaining & Distrbution, Slag Composition, Blowing
Communicating
Results Rate, Oxygen Enrichment, Coal Injection
Multiple Regression Analysis
13
1 2.3.3.1 – How was (were) the final root cause(s) / improvement opportunities validated ?
Project & Team
Selection 2.3.3.2 – What evidence showed that the final root cause(s)/improvement opportunity(ies) were
validated prior to solution development ?
2
Current Situation Validation Expert Validation – BF PIT Modeling Software
and RC /
Opportunity Analysis Category Meeting
1 Procedure Followed Advice from Experts Validation done through Static

3 Mr Ashok Kumar, CTO Dynamic Thermodynamic model
Improvement Mr Tijuis Gerard, Tata Steel Ijmuiden
Development Mr Uttam Singh, CoBF
Evidence Meeting No. PIT/BF/07/16
MOM of Blast Furnaces PIT Meeting
Date: 09/10/2015
Time: 03.30 PM (India);
12.00 (NL); 11.00 (UK)
Chaired by Mr. Uttam Singh
Current regime
4 Jamshedpur IJmuiden
Attendees :
Port Talbot Scunthorpe
Implementation &
2 Uttam Singh
Sanjiv Kumar
AS Reddy
Johannes de Lange
MoM of BF Pit with the

Mark van den Berg
Gerard Tijhuis (CoE)
Andrew McGregor No attendance
Krishnendu Jan van der Stel (R&D)
Result Verification Goutam Kr Raut

Vineet Tripathi
Point discussed about I BF Validation Impact
Sl. Item Discussed Coke Rate Project Timeline / Responsibility Status Comment
of burden
No Action (Open
plan /Closed/
Carry
Forward)
Distribution and
A Share information on through life in Port Talbot
Port Talbot
Open
blowing rate
5
(McGregor)
EBFC presen-
Share report on depressurising hose failure in IJmuiden (de
Sustaining & B
C
IJmuiden coal preparation plant
Typical report on hearth temperature behaviour
Lange)
IJmuiden (de
Open
Open
tation on
sharepoint
PDF on
Communicating D
as presented in morning meeting
I BF Project on Coke Rate- Key Factors that
affect Coke Rate
Lange)
I BF,
Jamshedpur
Closed
sharepoint
Panel reached
a conclusion
Optimized regime
Results 3
Pending points from previous meetings
Information on sealing material used to arrest
tuyere leakage. Material, equipment, procedure,
IJmuiden
(Nugteren)
CF
Separate lync
to be set up
etc.  Work in progress. in week 42
Jsr & SCP
Information sharing on type of eyes and face info on share-
© Copyright 2017 Tata Steel. All Rights Reserved

8
protection safety gears at cast house
All Sites CF
point. Other
sites to do. 27
2.4.0 Project Management Update

1
Project & Team 2.4.1.1 – How was the correctness of the initial project scope, deliverables, and timing confirmed (or
Selection what changes were made)?
1 Review of Progress with respect to the Project Charter

2
Current Situation
and Improvement
3
Improvement
Development
4
Implementation &
Result Verification
Phase end review with the Project Steering Committee

5
Sustaining & • Progress as per Charter
Communicating Actual
Results • No Change of Scope Identified Plan
14
1. No change
1 2.4.1.2 – How were stakeholders involved and / or communicated with during root cause /
Project & Team
Selection improvement opportunity phase of the project ?
2
Current Situation 2
and Improvement
3
Improvement
Development
4
Implementation &
Result Verification
5
Sustaining &
Communicating
Results

1
Project & Team
2.4.1.3 What stakeholder resistance was identified and / or addressed in this phase of the project ?
Selection
Category of Stakeholders Resistance Identification Resolved
3Stakeholders
Raw Material Management None None None
2
Current Situation Throttling of Production might be Feedback in Monthly Supply from Batt 10 &11 to
and Improvement Coke Plant
reqd Review Meeting top up A-F BF Bunkers
Suppliers Sinter Plant None None None
Pellet Plant None None None

3
Fuel Management Division None None None
Improvement
Development Maintenance None None None
Project Steering Committee None None None
4 Project Team None None None

Internal
Implementation & Requirement of Fine coal wil increase Measures to improve
Process Owner Brainstorming session
Result Verification leading to depletion of Buffer throughput were taken
New Trials may increase Quality Customer Visit Management of Quality

Steel Melting Shops
deviations Feedback Change Procedure used
5 Customer Slag Granulation and Drying Plant None None None

Sustaining &
Communicating Hot Metal Logistics None None None
Results Fuel Management Division None None None
15
1 2.4.1.4 – How was the appropriateness of the initial team membership and management routines
Project & Team
Selection confirmed ?
4
2 Team Membership & Confirming Appropriateness Changes needed
Current Situation Management Routines
and Improvement
Team Membership • Project Charter Review – No Change required
Completion as per timeline
3
Improvement • Stakeholder Matrix Analysis –
Development Work done as per plan
Management Routines • Documentations were found No Change Required
4
in place
Implementation &
Result Verification • Procedures followed
• Proper Communication to all
5
stakeholders were evident
Sustaining &
Communicating
Results
3 Solution / Improvement Development
16
3.1.0 Possible Solutions or Improvements
1
Project & Team 3.1.1.1 – What methods and / or tols were used to identify the possible solutions / improvements ?
Selection 3.1.1.2 – Why were these methods and / or tools selected ?
2
Current Situation
and Improvement
1 2
Tools Used Why
3
Improvement To facilitate cross learning among the European
Development Expert Consultation - PIT
and Indian Opportunity
Comparing various in processes to identify the
4 Benchmarking
directionality towards solution
Implementation &
Result Verification Focused Group Discussion – LEO (Learning from Experts views from Blast Furnaces in
Each Other) Jamshedpur were taken
5
Sustaining & Literature Review To identify the best practices in the industry
Communicating
Results

1 3.1.1.3 – How was the team prepared ot use these mehtods and / or tools ?
Project & Team
Selection 3 Preparation of Team for using the Tools
Training Imparted to
2 Literature Review
Current Situation 1. Project leader
and Improvement Focused Group
Discussion Dedicated Topic
3. The Process Owner Research were given
3 to each member of
Benchmarking 5 Hours training on the team and a period
Improvement
Development Systematic Focused of 1 week to come up
Expert group discussion and
1 day training with solutions
Consultation brainstorming
program on
4
Benchmarking
Implementation & All the Root Causes methodology
Result Verification identified were
compiled and sent
across to the experts The Effectiveness of training was verified by conducting Pre
5 from various Tata Course and Post Course Assessments
Sustaining &
Communicating Steel Plants around The progress was also tracked in the Weekly review meeting
Results the world
17
1 3.1.2.1 – What data was generated and how was the data analyzed to determine the possible solutions
Project & Team
Selection / improvements ?
2 Tools used to identify Improvement Opportunities

Current Situation
and Improvement
Opportunity Analysis 1 1
Tools Used Data Generated How
3
Improvement Translated into Actions in Team
Expert Consultation - PIT The Solutions Ideas
Development meetings
Used Necessity and sufficiency checks to

Benchmarking Key Gaps were identified
4 translate into results to check validity
Implementation &
Result Verification Focused Group Discussion – LEO Translated into Actions in Team
Various Ideas were collated
(Learning from Each Other) meetings
Some best practices across other blast

5 Used Necessity and sufficiency checks to
Sustaining & Literature Review furnace and process changes at higher
translate into results to check validity
Communicating coal were noted
Results

1
Project & Team
3.1.2.2 – What are the possible solutions / improvements?
Selection
2
Raw Material
Tools used to identify Improvement 1. Increase of Agglomerates
2 Opportunities 2. Increase the size of Coke
Current Situation
and Improvement 3. Increasing the Cold strength of Coke
Opportunity Analysis Tools Used Data Generated 4. Improve the Reducibility of Sinter & Pellet
5. Increase the Calorific value of coal
3 Expert Consultation - PIT The Solutions Ideas In Process KPIs
Improvement
Development 1. Opt for Flatter distribution
2. Adjust the screening size
Benchmarking Key Gaps were identified 3. Reduce the centre coke percentage
4 4. Optimize slag composition
Implementation & Focused Group Discussion – 5. Reduce the Wind Volume
Result Verification LEO (Learning from Each Various Ideas were collated 6. Reduce the Hot Metal Temperature
Other)
7. Increase the Oxygen Enrichment
Some best practices across
other blast furnace and process 8. Increase Coal Inecjtion
Literature Review 9. Increase the Hot Blast Temperature
5 changes at higher coal were
Sustaining & noted 10. Improve Cast House Operation
Communicating
Results
18
1 3.1.2.3 – What evidence showed that the solutions / improvements identified were possible instead of
Project & Team
Selection final ?
3 Evidences showing the solutions were possible instead of final
2 PFMEA – Showing the parameters with most affecting capability
Current Situation
and Improvement Process No. Process Function
Product (Output)
Characteristics
Requirements
Potential Failure Mode
Potential Effect(s) of
Failure
A
Severity
(Out of 10)
Potential Cause (s) / Mechanism (s) of Failure These evidences show that the
Opportunity Analysis 40.I1 Fluctuation in Wind Volume
40.I2 Raw material quality(Sn-RDI, C-Ash,
identified solutions were possible
P-SI)
40.I3 Cooling water Flow instead of final
40.I4 Physical and Chemical Properties of
3 Raw Material
40.I5 Stock line
Improvement 40.I6 Distribution of RM Modeling results depicting the gas temp at
Development 40.I7 Fluctuation of Top Gas Pressure
40.I8 Variation in input coal quantity and various conditions
quality
Hot Metal Si (40.O1) Si < 0.44% 40.I9 Variation in agglomerate percentage
Hot Metal S (40.O2) Si >1.04%
Hot Metal 40.I10 High input moisture load
40.I11 %Sn in burden
4 40
Furnace
Operation
Temperature (40.O3)
Slag Chemistry(MgO,
S >0.065%
MOU Non compliance 9 40.I12 Oxygen Enrichment
Al2O3 & B2) (40.O4) 40.I13 Burden Distribution
Implementation & Coke Rate (40.O5)
Coke Rate <440
kg/thm
40.I14 Low Sinter basicity
40.I15 High Al2O3 in raw material
Hearth liquid level
Result Verification (40.O6) 40.I16 Phosphorus in input raw material
40.I17 Hot Metal Temperature
40.P1 SLC
40.P2 Coal Injection
40.P3 RAFT
40.P4 water Circuit make up
40.P5 Fuel rate
5 40.P6 Slag Chemistry
Sustaining & 40.P7 ECO
40.P8 E H2
Communicating 40.P9 Amount of dust dumped from dust
catcher
Results 40.P10 Heat Flux (Circuit#3 Heat Loss)
3.2.0 Final Solutions or Improvements

1 3.2.1.1 – What methods and / or tools were used to identify the finals possible solutions /
Project & Team
Selection improvements ?
2
Current Situation
and Improvement
Opportunity Analysis Tools used to identify Improvement Opportunities
1
3 Tools Used 2 Why
Improvement
Development
Affinity Diagram To categorize the ideas into various groups
4
Implementation & To understand the Risks and Pay Off in each
Payoff Matrix
Result Verification solutions identified to rank them
To check the validity & impact of the change in
Modeling
5 Coke Rate
Sustaining &
Communicating
Results
19
1 3.2.1.3 – How was the team prepared to use these methods and / or tools ?
Project & Team
Selection 3 Preparation of Team for using the Tools
Training Imparted to
2
Current Situation 1. Project leader Modelling
and Improvement
3. The Process Owner Modelling of different
Pay Off Matrix
3 scenario and its results
Improvement analysis were
Development Affinity Diagram 4 hours session in imparted to the team
hands on training of in a 2 day training
Pay off Matrix module
4 Usage and creation of
Implementation & Affinity Diagram was
Result Verification instructed and activity
was carried out by the
Project team along The Effectiveness of training was verified by conducting Pre
5 with the process Course and Post Course Assessments
Sustaining &
Communicating owners The progress was also tracked in the Weekly review meeting
Results

1 3.2.2.1 – How were the methods and / or tools used to determine the final solutions / improvement ?
Project & Team
Selection 3.2.2.2 – What was (were) the final solution(s) / improvement (s) ?
2
2
Current Situation
and Improvement Tools used to identify Improvement Opportunities
1
3
Tools Used How
Improvement
Development Brainstorming helped
Affinity Diagram
categorizing the solutions
Final Improvement
4 Categorized the available Opportunities
Implementation & Payoff Matrix
solutions
Result Verification
Validated various scenarios
Modelling
after building in the model Increasing cold strength of coke, Adjusting Screening size,
5 optimize the slag composition, reduce wind volume, increase
Sustaining &
Communicating oxygen enrichment, coal injection and hot blast temperature
Results and improve the cast house operation
20
1 3.2.3.1 – How were the final solutions / improvements validated ?
Project & Team
Selection 3.2.3.2 – What evidence showed that the validation was performed prior to implementation ?
Validation Expert Validation FMEA Pilot Scale

2
Current Situation Category Implementation
and Improvement
Procedure Followed Advice from Experts Cross Referenced through Pilot Scale
1 Mr Ashok Kumar, CTO the Failure Mode and Implementation of
3 Mr Tijuis Gerard, Tata Steel Effect Analysis Various actions were
Improvement Ijmuiden tried with a small change
Development Mr Uttam Singh, CoBF and monitored for one
month to capture data
MOM of Blast Furnaces PIT Meeting
4
Time: 03.30 PM (India); Chaired by Mr. Uttam Singh
Meeting No. PIT/BF/09/16 Date: 04/12/2015
2 Evidence
12.00 (NL); 11.00 (UK)
Attendees :
Jamshedpur IJmuiden Port Talbot Scunthorpe
Uttam Singh Johannes de Lange Andrew McGregor No attendance
Implementation &
Sanjiv Kumar Mark van den Berg
AS Reddy Jan van der Stel (R&D)
Shambu Nath Gerard Tijhuis (CoE)
Padma Pal
Result Verification
Shantanu Mallick
Krishnendu Mukhopadhyay
Manish Pandey
Vineet Tripathi
Sl. Item Discussed Timeline Responsibility Status Comment

No / Action (Open
plan /Closed/
Carry
Forward)
Low CSR coke was charged to I BF from 10 to 20
Discussion in
Nov. (slide 4 in presentation). What are the
A All sites Open next PIT
actions taken in such a case at TSE furnaces ?
meeting
Request to share our procedures.
Port Talbot and
IJmuiden
5 B
MoM of BF Pit with the
Damage to stove #2 at KPO during heat-up. What
is recommendation of TSE for start-up ? Blow-in All sites Open
adviced not to
start with only
2 stoves. Risk
Sustaining & with only two stoves ? in case of

failure of other
stove is too
Point discussed about I BF

big.
The Action points identified for coke rate reduction
Communicating
C in I BF were discussed and deliberated – More Jamshedpur Open
discussion to held in person
PFMEA
Document on trough discharge in Jsr is made
Coke Rate Project Results of Pilot Trials in I BF

available on sharepoint. All sites are requested to Share you
D All sites Open
share their practices on this, including safety practice
Results
measures
Outcomes to
Port Talbot mentioned an investigation on the
E Port Talbot Open be shared for
torpedo collision (~one month ago) is still ongoing.
learnings.

1 3.2.4.1 – What additional potential benefits were anticipated from the final solutions / improvements ?
Project & Team
Selection 3.2.4.2 – Were the additional potential benefits anticipated prior to implementation ?
1 Additional Benefits anticipated from the final solutions

2
Current Situation
and Improvement
Opportunity Analysis Project Benefit
3 Reduction of Carbon Footprint

Improvement
Development
Reduction of Coke Rate Reduction of Hot Metal Cost
4
Implementation &
Result Verification Improvement in Productivity
*Additional Benefits
5
Sustaining &
Communicating
Results
2 These Benefits were anticipated from the implementation of solution
21
1 3.2.5.1 – What data was generated and how was the data analyzed to justify why the chosen final
Project & Team
Selection solutions / improvements should be implemented ?
3.2.5.2 – What evidence showed that the justification was performed prior to the implementation of
the solution ?
2 1 Final Solutions to be implemented
Current Situation 2 Evidence that the justification
and Improvement - Final implementable solutions were decided based on the matrix was performed
Opportunity Analysis tabulated below
Method Increa Adjust Optimi Softe Oxyge Coal Optimizin Hot
sing ing ze Slag r n Inje g Cast Blast
3 CSR of Coke Compo Blowi Enrich ctio House Temp
Improvement Coke Screen sition ng ment n Operation eratu
Development Size Rate re
Expert
Consulta Y Y Y Y Y Y N Y
4 ncy
Implementation &
Result Verification Brainstor
Y Y N Y Y Y Y Y
ming
Correlati
N Y Y Y Y Y N Y
5 on Matrix
Sustaining &
Communicating Final
Y Y Y Y Y Y N Y Evidence of Brainstorming session and its
Results Decision
finalized MoM

1 3.3.1.1 – How was the correctness of the initial or updated project scope, deliverables, and timings
Project & Team
Selection confirmed ?
1 Review of Progress with respect to the Project Charter

2
Current Situation
and Improvement
3
Improvement
Development
4
Implementation &
Result Verification
Phase end review with the Project Steering Committee

5 • Progress as per Charter
Sustaining &
Communicating • No Change of Scope Identified Actual
Plan
Results
22
1 3.3.1.2 – How were the stakeholders involved and / or communicated with during the solution /
Project & Team
Selection improvement phase of the project ?
2 2
Current Situation
and Improvement
3
Improvement
Development
4
Implementation &
Result Verification
5
Sustaining &
Communicating
Results

1 3.3.1.3 – What stakeholders resistance was identified and / or addressed in this phase of the project ?
Project & Team
Selection
Category of Stakeholders Resistance Identification Resolved
3Stakeholders
2 Raw Material Management None None None
Current Situation
Coke Plant None None None
and Improvement
Opportunity Analysis Sinter Plant None None None
Pellet Plant None None None

Suppliers
3 Reduction of Wind Volume to
Feedback during Monthly
Maintained at the
Improvement Fuel Management Division the Threshold of the Blower minimum rpm of the
Review
Development House blower house
TRT Power Generation may Reduction of Generation Inreased Top Pressure and
Maintenance
reduced at softer blowing rates during pilot implementation Inlet pressure of TRT
4 Project Steering Committee None None None
Implementation & Internal Project Team None None None
Result Verification
Process Owner None None None
Steel Melting Shops None None None

5 Slag Granulation and Drying Plant None None None
Sustaining &
Customer
Communicating Hot Metal Logistics None None None
Results
Fuel Management Division None None None
23
1 3.3.1.4 – How was the appropriateness of the initial or updated team membership and management
Project & Team
Selection routines confirmed ?
4
2 Team Membership & Confirming Appropriateness Changes needed
Current Situation Management Routines
and Improvement
Team Membership • Project Charter Review – No Change required
Completion as per timeline
3
Improvement • Stakeholder Matrix Analysis –
Development Work done as per plan
Management Routines • Documentations were found No Change Required
4
in place
Implementation &
Result Verification • Procedures followed
• Proper Communication to all
5
stakeholders were evident
Sustaining &
Communicating
Results
Implementation and Results

4
Verification
24
4.1.0 Stakeholders consideration in Implementation
1 4.1.1.1 – How were the stakeholders involved in planning the solution/improvement implementation ?
Project & Team
Selection 4.1.1.2 – How were the stakeholders involved in implementing the solution / improvement ?
1 2
2
Current Situation
and Improvement
3
Improvement
Development
4
Implementation &
Result Verification
5
Sustaining &
Communicating
Results

1 4.1.2.1 – What was done to anticipate resistance before it occurred ?
Project & Team 4.1.2.2 – What types of resistance were actually encountered during the course of solution /
Selection
improvements implementation ? (1/2)
4.1.2.3 – How was the actual resistance identified ? (1/2)
2 1 Anticipation of Resistance:
Current Situation
and Improvement As a measure to predict the resistance, dedicated brainstorming session were organized and detailed
Opportunity Analysis discussion was carried out against each element in the stakeholder matrix
1 2 3
3
Improvement
Development
4
Implementation &
Result Verification
5
Sustaining &
Communicating
Results
25
1 4.1.2.1 – What was done to anticipate resistance before it occurred ?
Project & Team 4.1.2.2 – What types of resistance were actually encountered during the course of solution /
Selection
improvements implementation ? (2/2)
4.1.2.3 – How was the actual resistance identified ? (2/2)
2 1 2 3
Current Situation
and Improvement
3
Improvement
Development
4
Implementation &
Result Verification
5
Sustaining &
Communicating
Results

1 4.1.3.1 – How was the actual resistance addressed ? (1/2)
Project & Team
Selection 4.1.3.2 – How did the team know it was successful in addressing the resistance ? (1/2)
1 2
2
Current Situation
and Improvement
3
Improvement
Development
4
Implementation &
Result Verification
5
Sustaining &
Communicating
Results
26
1
1 4.1.3.1 – How was the actual resistance addressed ? (2/2)
Project & Team
Selection 4.1.3.2 – How did the team know it was successful in addressing the resistance ? (2/2)
1 2
2
2 Current Situation
and Improvement
3
Improvement
Development
4
Implementation &
Result Verification
5
Sustaining &
Communicating
Results

1 4.1.4.1 – What was the evidence of stakeholder group buy-in ?
Project & Team
Selection 4.1.4.2 – What evidence showed that buy-in was obtained prior to implementation ?
1 Evidence of Stakeholder Buy-in: 2 Evidence That Buy-in was obtained:
2
Current Situation
and Improvement Sign off at the end of each stage of the
Buy in from Stakeholders
Opportunity Analysis Project
3 Following the Management of Quality

Improvement
Development Change - MQC
MoM of Quality Council Meeting
4 Recording the Changes incorporated in

Implementation & the MoUs and VoCs –Inmprovement in
Result Verification Customer Satisfaction
Regular Communications in various

5 Forums and recorded MoMs
Sustaining &
Communicating
Results MQC Raised for reduction of Coke Rate
27
4.2.0 Solution / Improvement Implementation
1 4.2.1.1 – What process or systems were changed or created to implement the solution / improvement ?
Project & Team
Selection 4.2.1.2 – What systems were changed or created to measure and manage the performance of the
implementation ?
2
Current Situation Creation of New SOPs
and Improvement Increasing the Sampling frequency
Job Cycle Checks and Introduction of Modeling Software Enhancing the grinding system
updating the Old SOPs in Level 2 Automation : MOGADOR, Installation of Above
3 Burden Probe with
and Action Standards Burden Distribution Model Increasing the Size of laval tuyere
Improvement Gas analyser to
Development for higher injection
measure the Gas
Updating Daily
ASAM Testing of Adjusting the Composition across
Management
Burden Systems Processes screening rate in the radial pattern
4 Checklist and
documents stock house
Implementation &
Result Verification HOSIM Testing of Optimize the casting
Training Process
Burden rate to facilitate better
FMEA , Control Strengthened and
1 Implement Solution drainage
Plan and Risk change documents
5 Status Up- identified
Sustaining &
Communicating gradation 2
Measure / Manage the Implementation
Results
4.3.0 Project Results

1 4.3.1.1 – What were the results ?
Project & Team
Selection 4.3.1.2 – How did the results compare to the specific project goals / measures from item 2.1.1 ?
1 Results Improvement Current Performance Target Actual Achieved
2 Opportunity (kg/thm) (kg/thm) (kg/thm)
Current Situation Results Exceeded the Target
and Improvement In the first step it was brought Coke Rate 428 408 353
down to 353 which further
reduced to 328 kg/thm This resulted in a Overall Saving of INR 65 Cr
3
Improvement Performance of Coke Rate
2
Development
The coke rate performance of

4 I BF and the improvement
Implementation & journey is illustrated here
Result Verification
The biggest step Jump in the
last 30 years in Tata Steel
5 Blast Furnaces
Sustaining &
Communicating
Results
28
1
Project & Team
4.3.2.1 – What additional benefits were realized from the project ?
Selection
1 Additional Benefits Realized
Reduction of
Reduction from 1.52
Two additional Benefits were Carbon tCO2/thm to
2 Footprint 1.41tCO2/thm
Current Situation realized which were not
and Improvement anticipated earlier
3
Improvement Reduction of Steam
Reduction of Coke Rate Q - Reduction Reduction of Mean HM Si
Development Consumption from Steam of Mean HM
17,000 tons/month to Consumption Reduction Si from 0.84 to 0.72%
1600 tons/month
4
Implementation &
Result Verification
Increase of
5 Increase of Productivity Productivity
Sustaining &
Communicating from 2.65 to 2.72 t/m3/day
Results

1
Project & Team
4.3.2.2 – How did the team measure any of the additional benefits that were “soft”?
Selection 2 Additional Soft Benefits Realized
Improved Customer
Satisfaction and
2 Customer
Current Situation Satisfaction reduction of Customer
and Improvement Complaint by 35%
3
Improvement More Feathers were Becoming the Indian Benchmark
Soft Increased gave motivation to the team to
Development added to the cap of I BF Awards and
Morale of
– Recognitions, Awards Accolades Benefits drive for excellence and change –
Team
and Accolades Ripple Effect
4
Implementation &
Result Verification
Seeing the transformation of I Inspiration
BF other departments started to other
5 following the path of I BF – departments
Sustaining &
Communicating Sense of Pride to the Team
Results
29
1 4.3.2.3 – How do the actual additional benefits that were realized compare to the expected additional
Project & Team
Selection benefits identified in item 3.2.4 ?
3 Realization of Additional Benefits
Reduction of
2 Carbon
Current Situation All the four additional Footprint
and Improvement benefits were fully
realized
3
Improvement
Development Reduction of Q-
Steam
Coke Rate Reduction of
Consumption Reduction Mean HM Si
4
Implementation &
Result Verification
Anticipated and Fully
Realized
5 Increase of
Sustaining & Productivity
Communicating Not anticipated
Results realized
5 Sustaining Results Over Time
30
5.1.0 Sustaining Results Over Time
1 5.1.1.1 – What was done to make sure the process or system changes made during the implementation
Project & Team
Selection
continued to be followed ?
5.1.1.2 –What evidence showed that this became part of the organization’s culture/operating strategy ?
1 Steps to ensure the changes to be 2 Evidence :
2 followed:
Current Situation
and Improvement
Opportunity Analysis Updating the SOPs and Action
Standards and subsequent
Steps for Successful
Training
Sustenance of the
3
Improvement
Improvement
Development
Updating the Daily Updation of SOP Training on the revised SOP
Management Documentation Process Failure Mode and Effect Analysis
4 Sl. No.
1
2
Document
Roles & Objective
Process Flow Chart
Revision History of DM Documents
Doc. No.
TQM/DM/R&O/001
TQM/DM/PFC/002
Revision No.
1
1
Date Reason
30.04.2014 As per BO&S and ABP of FY'15
30.04.2014 As per BO&S and ABP of FY'15
Department: I Blast Furnace
Section: IBF (Operations)
Doc. No.: OPR/DM/PFC/03

Revision No.: 5
Date : 01.09.2016
Prepared by: Head Operations IBF
Approved by: Chief IBF

Form No. : TQM/DM/FMEA/003
Rev. : 03
Effective Date : 01/04/2016
Product (Output) A B C Risk Priority

Potential Effect(s) of Responsi Target
3 PFMEA TQM/DM/FMEA/003 1 30.04.2014 As per BO&S and ABP of FY'15 Process No. Process Function Characteristics Potential Failure Mode Severity Potential Cause (s) / Mechanism (s) of Failure Occurrence Current process Controls - Detection/Prevention Detectability Number (RPN) Actions to reduce RPN
Implementation &
Failure bility Date
Requirements (Out of 10) (Out of 10) (Out of 10) AXBXC
4 Control Plan TQM/DM/CP/004 1 30.04.2014 As per BO&S and ABP of FY'15
5 KPI Tree IBF/DM/KPI/005 1 30.04.2014 As per BO&S and ABP of FY'15 40.I1 Fluctuation in Wind Volume 3 Online monitoring & follow up with supplier 5 135
6 KPI Tracker IBF/DM/KPI/006 1 30.04.2014 As per BO&S and ABP of FY'15 40.I2 Raw material quality(Sn-RDI, C-Ash,
3 Lab analysis 3 81 Information to supllier CR Opr w.i.e
P-SI)
Result Verification 7 Roles & Objective TQM/DM/R&O/001 2 15.01.2015 New format (Feedback of FY'15)
40.I3 Cooling water Flow 2 Online monitoring & follow up 3 54
Updating the FMEA & CP and

8 Process Flow Chart TQM/DM/PFC/002 2 15.01.2015 New format (Feedback of FY'15) 40.I4 Physical and Chemical Properties of
3 HBT data from control room 1 27
9 PFMEA TQM/DM/FMEA/003 2 15.01.2015 New format (Feedback of FY'15) Raw Material
10 Control Plan TQM/DM/CP/004 2 15.01.2015 New format (Feedback of FY'15) 40.I5 Stock line 2 Online monitoring & follow up 3 54
40.I6 Distribution of RM 4 Online monitoring & follow up 4 144
11 KPI Tree IBF/DM/KPI/005 2 15.01.2015 New format (Feedback of FY'15)
40.I7 Fluctuation of Top Gas Pressure 2 Online monitoring & follow up 3 54
12 KPI Tracker IBF/DM/KPI/006 2 15.01.2015 New format (Feedback of FY'15) 40.I8 Variation in input coal quantity and
3 Online monitoring & follow up 3 81
subsequent communication
13 Roles & Objective TQM/DM/R&O/001 3 25.04.2015 As per BO&S and ABP of FY'16 quality
14 Process Flow Chart TQM/DM/PFC/002 3 25.04.2015 New process added Hot Metal Si (40.O1) Si < 0.44% 40.I9 Variation in agglomerate percentage 4 Bin level monitoring & adjustment in burden 2 72
15 PFMEA TQM/DM/FMEA/003 3 25.04.2015 New process added Hot Metal S (40.O2) Si >1.04%
Hot Metal 40.I10 High input moisture load 3 CRMT report and adjustment in fuel rate 3 81 Information to supllier CR Opr w.i.e
16 Control Plan TQM/DM/CP/004 3 25.04.2015 New process added 40.I11 %Sn in burden 2 Online monitoring 2 36
Temperature (40.O3)
17 KPI Tree IBF/DM/KPI/005 3 25.04.2015 New process added Furnace S >0.065% 40.I12 Oxygen Enrichment 5 Online monitoring 1 45
40 Slag Chemistry(MgO, MOU Non compliance 9
Operation 40.I13 Burden Distribution 4 Online monitoring 2 72 Information to supllier CR Opr w.i.e
18 KPI Tracker IBF/DM/KPI/006 3 25.04.2015 New process added Al2O3 & B2) (40.O4)
Coke Rate <440 40.I14 Low Sinter basicity 1 Online monitoring 1 9
5
19 Roles & Objective TQM/DM/R&O/001 4 15.09.2015 Audit guidline Coke Rate (40.O5)
kg/thm 40.I15 High Al2O3 in raw material 3 Online monitoring & follow up with supplier 2 54
Hearth liquid level
20 Process Flow Chart TQM/DM/PFC/002 4 25.04.2016 New process added (40.O6) 40.I16 Phosphorus in input raw material 3 Online monitoring(HM) & follow up with supplier 2 54
Sustaining &
21 PFMEA TQM/DM/FMEA/003 4 25.05.2016 New potential cause added 40.I17 Hot Metal Temperature 4 Online monitoring(HM) & follow up with supplier 2 54
22 Control Plan TQM/DM/CP/004 4 25.04.2015 New KPI added 40.P1 SLC 3 Online monitoring & follow up with supplier 3 81
40.P2 Coal Injection 4 RAFT set point and PV 4 144
23 KPI Tracker IBF/DM/KPI/006 4 25.04.2015 For FY'17 40.P3 RAFT 3 Furnace DP and K value at control room 5 135 SOP CR Opr w.i.e
24 Roles & Objective TQM/DM/R&O/001 5 15.04.2016 As per BO&S- FY'17 40.P4 water Circuit make up 2 Make up trend of cooling circuits in control room 5 90 SOP CR Opr w.i.e
Communicating 25
26
27
Roles & Objective
Process Flow Chart
PFMEA
TQM/DM/R&O/001
Revision Record of DM Documents

TQM/DM/PFC/002
TQM/DM/FMEA/003
6
5
5
01.09.2016 New format
40.P5 Fuel rate
40.P6 Slag Chemistry
40.P7 ECO
4
2
3
Fuel rate at tuyere data of level2 system
Online monitoring
ECO data from furnace overvie page
1
2
2
36
36
54
Updated PMFEA
40.P8 E H2 3 E H2 data from furnace overviw page 2 54
Results
28 Control Plan TQM/DM/CP/004 5 01.09.2016 New format 40.P9 Amount of dust dumped from dust
4 DM log sheet 2 72
29 KPI Tracker IBF/DM/KPI/006 5 01.09.2016 KPI & range revised catcher
40.P10 Heat Flux (Circuit#3 Heat Loss) 7 Heat flux data from staves structure page 1 63
5.1.0 Sustaining Results Over Time

1 5.1.2.1 – What was done to make sure the benefits obtained from the implementation will be
Project & Team
Selection maintained ?
5.1.2.2 –What evidence showed that this became part of the organization’s culture/operating strategy ?
1 Steps to ensure the changes to be 2 Evidence :
2
Current Situation followed: Good /
UOM
BO&S TRACKER FY'16 - I BLAST FURNACE
FY '15 FY'16
Apr-15 May-15 Jun-15 Jul-15 Aug-15 Sep-15 Oct-15 Nov-15 Dec-15 Jan-16 Feb-16 Mar-16 FY'16
and Improvement Reduce Coke rate
Bad
kg/THM
Actual
427
PLAN
408
ABP 405 450 407 415 405 419 415 395 401 401 395 400 409
Opportunity Analysis Actual 390 363 392 356 345 337 355 339 346 334 348 336 353
Adding the Coke Rate and Its Reduce specific clay consumption lit/thm 0.63 0.55
ABP
Actual
ABP
0.55
0.63
7000
0.55
0.64
7000
0.55
0.60
7000
0.55
0.61
7000
0.55
0.71
7000
0.55
0.63
7000
0.55
0.54
7000
0.55
0.48
7000
0.55
0.50
7000
0.55
0.32
7000
0.55
0.26
7000
0.55
0.24
7000
0.55
0.51
7000
means in the BO&S Tracker and Reduce MP Nitrogen consumption
Reduce raw flux rate

Nm3/hr
kg/THM
15000
35
7000
20
Actual
ABP
10635
20
14182
20
14136
20
15446
20
12357
20
5952
20
5417
20
6283
20
5577
20
4884
20
3904
20
4262
20
8586
20
Actual 22 22 29 18 15 13 25 16 20 11 23 12 19
reviewing in Monthly MR Meeting

Steps for Successful
3 ABP 45.4 43.8 47.0 50.2 47.0 47.0 47.0 53.3 43.8 43.2 47.0 47.0 46.8
Cost
Sustenance of the
Sinter % 45.3 47.0

Actual 44.3 45.9 41.0 47.0 47.0 45.0 49.0 47.0 46.0 48.8 47.0 47.0 46.3
Improvement Pellet % 39.7 40.0

ABP 40.0 40.0 40.0 40.0 40.0 40.0 40.0 33.7 43.2 43.8 40.0 40.0 40.1
Improvement
Actual 42.0 38.9 40.0 37.0 39.0 42.0 35.0 43.0 42.0 38.9 41.0 43.0 40.2
Development Agglomerate % 85.0 BO&S Tracker

87.0
ABP
Actual
85.4
86.3
83.8
84.8
87.0
81.0
90.2
84.0
87.0
86.0
87.0
87.0
87.0
84.0
87.0
90.0
87.0
88.0
87.0
87.7
87.0
88.0
87.0
90.0
86.9
86.4
Cost of I BF HM along with the Increase Alumina % in Slag % 18.8 19.0

ABP
Actual
19.0
19.1
19.0
18.4
19.0
18.6
19.0
18.1
19.0
17.4
19.0
17.9
19.0
18.9
19.0
18.1
19.0
18.4
19.0
18.9
19.0
19.7
19.0
18.9
19.0
18.5
break up analyzed and discussed in

4 Monthly Cost Meeting
Implementation &
Result Verification
Yearly Training and Capability
Development Plan to keep the team I BF Monthly Cost Break Up
5 updated
Sustaining &
Communicating
Results
31
5.2.0 Communication of Results
1 5.2.1.1 – How did the team communicate the results to the various stakeholder groups ?
Project & Team
Selection
1 Communication to Stakeholder
2 - TQM Council Meetings
Current Situation
and Improvement Suppliers - RM Quality Meeting
Opportunity Analysis - Monthly Report Circulation
3 - Blast Furnace Process Review Meeting

Improvement Coke Rate Internal - I-Mirror Circulation
Development - Monthly Report Circulation
Improvement - Learning From Each Other – LEO – Meeting
4 - Customer Visits
Implementation &
Result Verification Customers - TQM Council Meeting
- War Room Meeting
- Monthly Report Circulation
5
Sustaining &
Communicating Apart from these forums, MD Online, Monthly Newsletter from VP and TQM Apex Project
Results Review were also used to communicate across Tata Steel
6 Awards and Accolades
32
Awards and Accolades
• Achieving the feat. of Indian Benchmark in Monthly Coke rate, coal Rate and carbon
footprint
• The Project was awarded in APEX Level by TQM Division
• Lauded by Senior Management and Ex Tata Steel Management and made them feel proud
of the achievement
• Won in Eastern region in Tata Groups Innovista Competition and represented in Tata Steel in
Finals of Innovista
Together We Can !!!
33

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Reduction of Coke Rate

from 428 kg/thm to 408

Tata Steel … values stronger than steel

2013 2014 2015 2016 2017

© Copyright 2017 Tata Steel. All Rights Reserved 4

© Copyright 2017 Tata Steel. All Rights Reserved 5

1.1.0 Understanding the Context of the Project Selection

1 Bringing the Opportunity to the Attention of Project Identification Group

1.2.0 Project Selection Process

2 Input from BO&S

To understand the current situation

Opportunity Analysis Operational Data 2

and scope for improvement 4

3 To identify the various cost affecting 10

Improvement Analysis Group

Implementation & 22 Reducing coal injection fluctuation V 1 2.2 1.5

© Copyright 2017 Tata Steel. All Rights Reserved 9

1.2.0 Project Selection Process

1.3.0 Team Selection and Preparation

1.3.0 Team Selection and Preparation

2 Role Project Project Team Team Team Team Process

1.3.0 Team Selection and Preparation

2 Deadlines and Deliverables

3 Cause Effect Analysis, Root

2 S.No Meeting Frequency Chair Details

3 2 Project Assessment by Weekly Team Leader Assessment of Progress

Current Situation & Improvement

© Copyright 2017 Tata Steel. All Rights Reserved 18

2.2.0 Possible Root Causes / Improvement Opportunities

2.2.0 Possible Root Causes / Improvement Opportunities

Tools used to identify Improvement Opportunities Raw Material

2.3.0 Final Root Cause / Improvement Opportunity

2.3.0 Final Root Cause / Improvement Opportunity

The set of Variables

Correlation Matrix PRODUCTION

with P<0.05 COAL_RATE

KPI Drill Down Analysis Root Causes

Implementation & O2_FLOW

Correlation Tests RAFT

Multiple Regression The Most affecting KPIs ETA_CO

Analysis for Coke Rate

1 Procedure Followed Advice from Experts Validation done through Static

MoM of BF Pit with the

Krishnendu Jan van der Stel (R&D)

Result Verification Goutam Kr Raut

© Copyright 2017 Tata Steel. All Rights Reserved

2.4.0 Project Management Update

1 Review of Progress with respect to the Project Charter

Phase end review with the Project Steering Committee

© Copyright 2017 Tata Steel. All Rights Reserved 28

2.4.0 Project Management Update

Pellet Plant None None None

Project Steering Committee None None None

4 Project Team None None None

New Trials may increase Quality Customer Visit Management of Quality

5 Customer Slag Granulation and Drying Plant None None None

3 Solution / Improvement Development

© Copyright 2017 Tata Steel. All Rights Reserved 32

3.1.0 Possible Solutions or Improvements