A PMTS-Driven Approach to Enhancing Setup Activities in Steel Manufacturing Industry

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Introduction

In steel production, where volume and complexity intersect with night-and-day operations, minor inefficiencies could be a major cause for concern. This case study documents an effective effort to improve the setup operations in one of the major Indian steel production companies through the PMTS technique. The project identified concealed inefficiency and NVA activities apart from providing actionable improvements, with major benefits in terms of manpower utilization and productivity.

About the Client

The client is a leading Indian steel manufacturer with a reputation for manufacturing a variety of steel parts utilized across sectors. With several operating plants situated in diverse locations throughout the country, the company believes in excellence in quality, safety, and efficiency. Nonetheless, just like most large-scale enterprises, the client was troubled by maximizing setup activities—a core stage that has a direct impact on production throughput and overall plant performance.

Objectives of the Study

Having realized the necessity for data-driven process improvement, the client engaged Production Modeling India (PMI) to carry out a targeted study with the following major objectives:

  • Accurate measurement of setup activity work content through the PMTS technique.
  • Measurement and identification of losses during setup activities.
  • Benchmarking of actual setup time versus ideal standards.
  • Development of suggestions to reduce fatigue and process improvement.

These targets were defined with the aim of demonstrating quantifiable increases in setup efficiency, thus driving improved equipment use, reduced downtime between production runs, and overall excellence.

A PMTS-Driven Approach to Enhancing Setup Activities in Steel Manufacturing Industry

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Challenges Encountered

The client was facing several, overlapping challenges that hindered effective setup processes:

• Inability to measure accurately setup time, which led to unreliable reporting and inability to determine performance gaps.

• Loss-generating activities invisibility, especially those integrated into routine activity and taken for granted because of their assumed inescapability.

• Lack of consistent benchmarks, which makes it difficult to identify value-added (VA), non-value-added (NVA), and essential but unproductive activities.

• Substantial setup efficiency variation between shifts, teams, and locations, influenced by human issues and equipment readiness.

These challenges prompted the need for a robust method that could cut through the operational noise and reveal actionable insights.

PMI’s Strategic Approach

To address these issues, PMI designed a structured three-stage methodology tailored to the complex and dynamic nature of steel manufacturing setups.

1. Data Collection

Over a span of six days, PMI’s team conducted intensive data collection efforts at the client’s site. This included:

• Establishment of a Cross-Functional Team (CFT) with client representatives to facilitate smooth coordination and process knowledge transfer.
• Thorough site rounds and real-time observations of setup work on various operations including crown formation, EBT mass filling, furnace leveling, and hot metal handling.
• Application of video recording and observational logging to record more than 70 data points per day, covering both peak and off-peak operational time.
• Ongoing dialogue with operations personnel to gain insight into the dynamics of processes, delays, and manpower deployment.

2. Estimation and Data Analysis

Data observed was treated with the PMTS method, where each activity was divided into motion elements that could be measured. This enabled:

• Formulation of standardized activity duration to compare ideal and actual time.
• Preparation of detailed work sampling sheets to differentiate VA and NVA activities.
• Designing a dynamic dashboard to graphically represent the effect of cyclic, non-cyclic, and delay activities on setup efficiency.
• Corroboration of findings and analytical results through mutual reviews with the client team to ensure accuracy and compliance.

3. Results and Recommendations

Through thorough analysis, the research provided several key deliverables:

• Unobstructed visibility into losses: For the first time, the client had access to accurate information on losses due to delays like crane traffic, launder car problems, unavailability of hot metal, and operator lateness.

• Activity Categorization:

  • Cyclic: Repetitive actions like EBT hopper refilling and operation of flapper doors.
  • Non-Cyclic: Operations like scrap charging, top shell removal, and slag door cleaning.
  • Delay-Activities: Delays like gunning fettling delay, slag pit clearance, and central electrode changes.

• Identification of NVA Content: Several setup activities were found to include redundant movements or inefficient sequencing, contributing to unnecessary operator fatigue and extended setup time.

• Manpower Utilization Insights: The study revealed underutilization during certain setup phases and overburdening during others, leading to uneven workload distribution and increased cycle variability.

Key Results

The implementation of PMI’s PMTS-driven methodology led to the following significant improvements:

• Loss Contribution Analysis: The customer received a transparent, measurable insight into the proportionate contribution of different delays and inefficiencies to overall setup time.
• Enhanced Productivity: Optimized and streamlined setup procedures enabled operators to perform setups quicker and more predictably.
• Better Manpower Utilization: Workload could be scheduled and allocated better with workload balancing and low-engagement periods identified.
• Actionable Improvement Recommendations:

  • Setup task re-sequencing to reduce wait times.
  • Redesign of certain workstation elements to reduce motion waste.
  • Improved coordination protocols to reduce crane and launder car delays.
  • Scheduling practices to ensure hot metal availability and reduce random delays.

A PMTS-Driven Approach to Enhancing Setup Activities in Steel Manufacturing Industry

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Conclusion

This case study exemplifies how structured industrial engineering techniques, when applied methodically, can transform setup efficiency in complex manufacturing environments. PMI’s PMTS-driven approach provided the client with not just data, but clarity, turning everyday inefficiencies into actionable improvement points.

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