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INDEX

PAGE
SL. CONTENTS
NO.
NO.
A INFORMATION ABOUT QC TEAM 03
B TITLE OF THE CASE STUDY 04

C ORGANISATION PROFILE 04
1 IDENTIFICATION OF PROBLEM 07-09
2 SELECTION PROBLEM 11-13
3 DEFINITION OF PROBLEM 17
4 PROBLEM ANALYSIS 20
5 IDENTIFICATION OF CAUSES 25
6 ROOT CAUSE ANALYSIS 26
7 DATA ANALYSIS ON THE ROOT CAUSE 27
8 DEVELOPMENT OF SOLUTION 29
9 FORESEEING PROBABLE RESISTANCE 30
10 TRIAL IMPLEMENTATION & CHECKING PERFORMANCE 31-32
11 REGULAR IMPLEMENTATION 34
12 FOLLOWUP REVIEW 39
12 STANDARDISATION OF PROCESS 40
15 FUTURE PLAN/CONTINEOUS ACTIVITIES 41
16 ACKNOWLEDGEMENT 42

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 (A) INFORMATION ABOUT QC TEAM
QC Name : Recur-17 Started on:01.12.2018 Completed on:23.03.2019

Organization name : Jindal Stainless limited, Jajpur

Quality Circle / Lean Quality Circle : Quality Circle
Title of case study : Minimization of delay in sample collection of dispatch Coke
Our QC consists of : 05 members. (Female: 00/ Male:05)

Average age of our QC members : 38 Years. (Youngest: 29 / Oldest: 42 )

QC meeting takes place : During working hours.

Till now projects completed by : 02

QC team members.
Meeting day/frequency :Thursday/fortnightly/01 hr duration (04:00PM-05:00PM)
Name of convention attended : Internal Quality Circle Convention at Jindal Stainless limited
in 2018 (JCQC-2018). CCQC 2018-Rourkela and NCQC-Gwalior

QC Team details

Sl no Name Designation(Facilitator/Leader/Deputy Leader)

01 Bidyadhar Rout Facilitator

02 Saroj Kumar KAR Leader
03 Pankaj Sadual Member
04 Amarendra Sahoo Member
05 Prasanjit Chakraborty Member
06 Ram Chandra Bairiganjan Member

Team Recur 17-The Quality Circle members belong to Central-QA and working in Coke
oven laboratory. Our major activities are optimizing quality improvement of finished product of
coke oven and its by-product through process improvement.

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(B)TITLE OF CASE STUDY: -

Minimization of delay in Sample collection of dispatch Coke.

(C) ORGANISATIONAL PROFILE

Jindal Stainless Limited, Jajpur (JSL):-

Jindal stainless limited is a group of O.P Jindal which was founded in the year 1970.It is one of the
largest stainless steel conglomerates in India and ranks amongst the top ten stainless steel conglomerates
in the world .It is not only the magnitude of our operation that determine our credibility and name but
we inspire by our vision for innovation and enrich lives Our growth has been backed by the excellence
of our people ,value driven business operation ,customer centricity , adoption of the best safety practices
in the stainless steel industry and commitment for social responsibility.
It is an integrated steel plant located in the eastern zone of the state of Odisha at Kalinganagar Industrial
complex, Dubri, Jajpur in India. It has an annual capacity of 1.6 million tons steel along with 2x125
MW Captive power plants .It is also setting up a stainless steel industrial park close to its Odisha plant
to facilitate setting up of downstream industries manufacturing stainless steels product for various
applications. It produces duplex stainless steel, austenitic steel and martensitic stainless steel. Apart
from this it produces hot rolled plates and coils for manufacturing different products. Also it is
progressing in the business of manufacturing, processing, finishing and dealing in all kinds and forms of
coke and coke products in its recovery type coke oven facility with a capacity of 0.43 MTPA.

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 Fig:-1

OUR PRODUCTS JCL UNIT

BF COKE
BREEZE COKE
Coke

NUT COKE
COAL TAR

COKE OVEN GAS AMMONIUM SULPHATE

SULPHATE
Page | 5
 PRODUCT OF OUR ORGANISATION

COLD ROLLED COIL HT ROLLED COIL

SLAB SS PLATE

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VALUED CAUSTOMER OF JCL

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Page | 8
STEP 1-IDENTIFICATION OF PROBLEM
The problems in working area were identified through Brainstorming technique by using Round Robin
method involving all our team members. Total fifty one numbers of problems were identified with
reference to our working zone.

List of problems identified

Sl no Identified Problem Category

01 Delay in Sample Collection of dispatch Coke A

02 Deviation in analysis result of cooking coal sample in M16 belt. B

03 Deviation in analysis result of produce coke and cooking coal sample during B
analysis time.
04 Variation in percentage of Ash content during the analysis of wharf coke with B
respect to the percentage of ash content in SBS Sample.
05 Fluctuation in percentage NH3 content in DS Outlet sample. B

06 Choking of distillation tube during the process of coal tar distillation. A

07 A
Frequent requirement of calibration of weighing balance Machine.
08 A
Unsafe sampling of sulphuric acid and caustic lye from sampling point.
09 Frequent contamination of coke and cooking Coal sample in sampling room. A

10 Unsafe and improper sampling of produced coke in wharf Site. C

11 A
Improper sampling of cooking coal from disk feeder.
12 Solution to constraint of sample collection in dispatch coke. A

13 Deviation size analysis of nut coke in loading point. A

14 Lacking communication in between Lab and process people during dispatch A

and process activity.
15 Non traceability of files and register in laboratory. A

16 Variation in analysis result of cooking coal in Silo. B

17 A
Same day analysis of dispatch coke.
18 Poor illumination in J4 belt site while sampling of coke. B

19 Non reporting activity after job completion. A

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20 Deviation in percentage of NH3 in Coke oven gas from Secondary B
purification unit.
21 Deviation in correlation in Ash content in coke with that of physical strength B
of coke.
22 Minimizing the scope of contamination in impurities of coke oven gas A
analysis.
23 Poor illumination in sample preparation room.. A

24 Poor efficiency of Jaw crusher in dispatch coke laboratory. A

25 A
Improper placement of Sieves.
26 Time consuming is more in manual sample preparation. A

27 Manual screening of dispatch coke sample. A

28 Deviation in frequency in analysis report of JCL lab silo report with CTL B
Coal yard.
29 In-house maintenance of CRI & CSR instrument. A

30 A
Coal tar & Reject coal tar sample are jammed in analysis room.
31 Inadequate size of coke sample while crushing in jaw crusher.(small) B

32 Wastage of water in pipe line of chemical analysis room. A

33 Improper sampling of coke oven gas. B

34 A
Break down of Muffle furnace in chemical analysis room.
35 Frequent damage of moisture tray during moisture determination of coke & A
cooking coal.
36 B
Sample collection is not representative in heap of Coke yard.
37 Frequency of collecting of internal dispatch is not up to the mark for physical B
& chemical analysis.
38 Sample collection of nut coke and coke breeze are not representative in B
bunker.
39 A
Deviation in analysis result of wet chemical and byproduct and process coke.
40 Unwanted material dumping as heap in front of dispatch coke laboratory. A

41 Inadequate illumination in coke yard for sampling. B

42 Alternative method for analysis of phosphorous in coke and coal. A

43 B
Poor illumination in dispatch coke laboratory.
44 Deviation in moisture content in wharf coke to that of coke bunker. B

45 Non uniformity of time frame in dispatch coke in loading point and coke B
yard.
46 Optimize the use of coal pulveriser in line with manual sample preparation. A

47 Lacking communication with lab for sampling of Rake sample in Coke. B

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 48 A
Wastage of toluene in coal tar moisture.
49 Deviation in quality parameter of blending coal with that of produced coke. B

50 Maximum consumption of reagent in analysis of PETP and byproduct B

51 Accumulation of fumes during chemical analysis of room no-2. A

Table 1.1:- Identification of problem

1.1 CATEGORIZATION OF PROBLEM
These problems are categorized into A, B and C category.
Problems, which can be solved by the team, are categorized as A-type,
Problems for which requires involvement of other departments are categorized as B–type, and
Problems for which management sanction may be needed in implementing the solution are
categorized as C-type.

SL.
NO. PROBLEM CATEGORY NO. OF PROBLEM

1. “A” Category 28

2. “B” Category 22

3. “C” Category 1

The graphical representation for identified problems in A, B, C category is represented in the form of
pie chart as given below.

ABC CATEGORISATION

1
22 “A” Category
28
“B” Category

“C” Category

Fig-1
(Pie Chart of categorization of problems

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 Stratification of Problem

1.2 Stratification of A type of Problem

Twenty eight problems of A category are further stratified into four groups and numbers of
problems in each group are mentioned in below :-

Work related=10 Safety & environment=5 Operation=8

Equipment=5

STEP 2- SELECTION OF PROBLEM

After stratification we considered work place related problems and ranked individual problems (for
selecting problem) considering the critical factors like:-

*Improvement safety at work place.

*Improving in quality
*Environmental pollution
*Cost

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 RANKING METHOD

T
o
t
a R
P R A P
Sl l a
Name of Problem K C M J
No S n
J B S C
c k
o
r
e
Delay in Sample collection of Coke in R
P1 1 1 2 1 5
Dispatch. 1
Optimize the use of coal pulveriser in line R
P2 2 2 1 3 8
with sample preparation. 2
Choking of distillation tube during the R
1 1 3
P3 process of coal distillation 9 9 1
0 0 8
0
Unsafe sampling of sulphuric acid and 2 R
P4 8 7 6 7
caustic lye from tanker. 8 8
Frequent contamination of coke & cooking 1 R
P5 3 4 3 2
coal sample in sampling room. 2 3
Solution to constraint of sample collection 2 R
P6 4 3 8 5
in dispatch coke. 0 5
Alternative method for analysis of 1 1 3 R
P7 9 9
phosphorus in Coke and Coal 0 0 8 9
Wastage of toluene in Coal tar moisture 1 R
P8 5 3 4 4
6 4
Frequent damage of moisture tray during
2 R
P9 moisture determination of Coke and 7 6 5 8
6 7
Cooking coal.
Coal tar and reject coal tar sample are 2 R
P10 6 5 7 6
jammed in analysis room. 4 6

The problem with lowest score was selected for the project .Hence our problem statement is : “Delay in
Sample Collection of dispatch Coke”.

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 Graph:-1

Bar graph for Ranking Matrix

40 38 38
35
30 28
26
RANK SCORES

24
25
20
20 16
R1
15 12
10 8
5
5
0
P1 P2 P3 P4 P5 P6 P7 P8 P9 P10
PROBLEMS

On the basis of above data of ranking method the bar graphs represents the problem number one is the
highest priority.

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 Mile Stone Chart: - Then we prepared a milestone chart and discussed among our team members
for planning the type of activity to perform in the scheduled period. For this we decided to meet every
week and made a 16 weeks chart from the month of January 2019 to April 2019 for achieving the goal
apart from our day to day jobs. We planned and distributed responsibility among us to complete our
selected project by making use of 10 problem solving techniques. The Milestone chart is given below:-

Mile Stone Chart (Planning) Team details

Department- Central QA Saroj Kumar Kar

Rati Kanta Nanda
Facilitator-Mr. Bidya dhar Rout

Pankaj Sadual
Coordinator-Mr.Bibhudutta Mishra
Ram Chandra Bairiganjan
QC Name-Recur 17
Amarendra Sahoo
Project Name-Delay in Sample Collection of Improvement
Dispatch Coke
PROJECT NO-JSL/RECUR-17/2019 Date of Starting – 01.12.2018

Meeting day- Saturday Date of Completion -23.03.2019

Meeting time-4.00 PM – 5 PM No of project Completed -02

Month DEC-19 JAN-19 FEB-19 MARCH-19

Activity/week W1 W2 W3 W4 W5 W6 W7 W8 W9 W10 W11 W12 W13 W14 W1 W1
5 6

Defining Problem

Analysis problem

Identifying Causes

Finding Out Root

Causes

Data Analysis
`
Developing
Solution
Foreseeing
Probable
Resistance
Trial
Implementation

Regular
Implementation

Follow up/Review

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STEP -3: DEFINE THE PROBLEM:-

Coke is the finished product of the plant which gives revenue to the organization. On taking into
consideration of size Coke categorized into three type i.e. Lump Coke (Size:-30mm -90 mm), Nut Coke
(Size:-10 mm – 30 mm) and Breeze Coke (Size below 10 mm). As it has no mother plant for iron
making zone Coke which is produce from Coke plant is dispatched every day as per the requirement of
different party where they used as a raw material in Blast Furnace, Ferro alloy, Steel melting Shop and
etc. Every day metallurgical Coke are dispatched both in internal (inside plant) as well as to other plant
as per the needy of the Customer. Approximately 1500 tone of Coke dispatched every day from loading
point apart from Rake loading. From loading point dispatched are done by truck with the help of loader.
Loader used to discard the Coke after the collection of dispatched Coke. Near about 30-40 trucks are
loaded with Coke every day from loading point for dispatch. Sample is to be collected at an interval of
loaded of 2-3 truck .Generally sample drawn randomly from different side of a heap after release of 100-
200 kg of coke from Coke conveyor with the help of controlling chute. When sample collection
completed, with the help of loader the remaining coke is to be shifted to Coke yard. Many times loader
also engaged in other site of Coke plant at that time Coke jammed in loading point as a result of which
number of truck are crowded in loading area which may leads to accident at the time of loading. To
overcome this problem when loader is not available sample not collected properly at an interval of 2-3
trucks. For which representative samples are not able to collect properly. As a result of which quality
may not up to the mark as per the customer need and excess time also takes in sample collection. So it
is a very tedious job to overcome such type of problem to maintain quality, safety and productivity
because sample collection plays a vital role for analysis of dispatched Coke as it gives revenue to the
company. Since Metallurgical Coke largely used as a fuel also act as a reducing agent for smooth
running of blast furnace and valuation of Coke determine upon its quality. Another problem is that. As
a whole the sample collection is the predetermining factor for the beneficiary of customer also profitable
to plant. We had been facing such type of problem for several times So we are tried to find for a solution

Below we are trying to clarify about our problem in pictorial view which we are facing in daily
dispatch work.

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 Movement of truck to the bunker point for loading. Fig:-2

Loader plays a key role in loading activity and discards the jammed coke material
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 Fig:-3

Sampling of dispatch coke by lab personal after loading Fig:-4

Movement of truck for loading Coke in loading area. Fig:-5

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3.1 Flow diagram

It depicts the total process starting from Coke battery to Coke bunker via Screen building through
which Coke are dispatched to internal as well as external parties.The following problematic area reflect
here because of jammed in Coke Collection point due to the unavailability of loader. It is used to discard
the Coke after sampling and shifted it to Coke yard. Directly and indirectly it affects to quality,
productivity and makes hindrances in financial gain.

Detailed Flow diagram of delay in Sample Collection of dispatch Coke:

Start

Coke battery

Wharf Site

Coke sizing in cutter J4

Site

Segregation in type of
coke screen building

Dispatch Coke bunker

Rethink
strategy Sample collection point
of dispatch coke

Problem
yes area
No
delay in timely in
Jammed sampling
sampling in coke
bunker

Customer Customer
dissatisfied satisfied

stop Page | 19
3.2 Impact of the problem

*Sample analysis:-Effect on evaluation on price of coke: - Price deduction per tonne as per PO
Specification & agreement with Sales department varies from party to party.
*Wastage of time:-On an average 2.07 hr per day.
*Involvement of man power: - 4 man per day.
*Quality of finished product: - Effect on chemical and physical analysis of coke.
*Safety: -We are measuring the severity as per HIRA.
*Customer dissatisfaction: - Record sheet is in operation.

3.3 Objectives:-

(a) To create safe working practice

(b) To save time, revenue and man power
(c) To improve quality of life at work place
(d) To create clean working environment

3.4 Goal:-

Minimizing the delay in sample collection of dispatch Coke from 2.07 hr

to 0.5 hr per day.

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STEP-4: PROBLEM ANALYSIS:- (4W -1H METHOD)

Problem:-
Delay in Sample Collection of Dispatch Coke.

The team has applied 4W-1H technique to analyses the problem.

(a)What is the problem?

Delay in Sample Collection of Coke i.e. 2.07 per hr/day.

Generally at the collection of dispatch sample from bunker we are taking the need of loader which is
used for discard the heap of falling Coke from bunker otherwise the loading point become jam and
loading may forced to stop for some times. Sometimes due to the unavailability of loader time taken for
Collection of Sample become delay because of jamming of loading point the truck unable to placement
under the bunker for loading.

This is the data of 08 months which we are recorded from log book which is given below.

April 2.05 hr
May 2.15 hr
June 1.58 hr
July 2.01 hr
Aug 1.59 hr
Sept 2.23 hr
Oct 2.07 hr
Nov 2.11 hr

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 Fig:-6

(b) When the problem occurs?

During the time of collection of sample of Dispatch Coke.

Since we are collecting dispatch coke sample at an interval of 2-3 truck of every dispatch vehicle due to
different region like:-chute problem, unavailability of loader, break down of vehicle we are unable to
collect the sample because of jamming of loading point as a result of which there will be delay in
collection of dispatch sample. Such type of situation arises several time as we are working in the loading
area at the time of dispatch work.

Fig:-7
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 (c) Where does the problem occur?

At Sample collection site.

At the time of vehicle loading generally we are using loader for smooth running of dispatch
work in loading area. Some trucks height are too much so that loading is not possible by operator to give
loading directly from the bunker at that time we are taking the help of loader to load the Coke from yard
to the truck also we are using the loader to discard the coke which are laying on the loading point to
avoid the excess jam of vehicle otherwise loading forcedly to stop because of facing difficulty of
movement of truck to the respective bunker.

This is the pictorial view which are facing in our daily dispatch of coke.

Fig:-8

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 (d) Who is affected by the problem?

Lab personal, Operation people, concerned customer

Because of facing delay in sample collection so that there will be delay in analysis as a result of
which operation people are not monitoring their dispatch work due to jammed of unloaded and loaded
truck in loading area. Because of delay in loading the customer become dissatisfied some time due to
delay in reporting status to their plant. To avoid such problem we are collecting sample as a whole
instead of 2-3 truck in few cases, in that time there may be a deviation in quality parameter. For which
to maintain quality in consistency become very difficult .So this problem must be sort out otherwise it is
very difficult to optimizing the quality of finished product.

Fig:-9

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(e) How does the problem affect:-

When sample collected at an interval of 2-3 loaded truck under the bunker the remaining portion of coke
is to be discarded to the yard with the help of loader. If loader not available at that time the other
unloaded truck which are in queue at the loading point unable to enter through the loading area due to
the jamming of coke as a result of which dispatch work stop by the way the customer become
dissatisfied, to avoid that situation operation people bound to continuing the dispatch work to avoid the
jam and unsafe work. In that period the sample collection become delay and we are unable to take the
composite sample at an interval of 2-3 truck as a result of which quality may be deviated so there may
be chances of loss in revenue. So it is important for us to mitigate the problem.

Fig:-11, 12 & 13

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STEP-5 : IDENTIFICATION OF CAUSES:-

In order to full fill operational need, meet customer satisfaction and to

maintain the quality standard a brain storming is done to arrive at a suitable solution. Our team called
a Brain Storming session to find out all probable causes. On the basis of work experience the team
members suggested a number of probable causes of delay in sample collection of dispatch coke..

(5.1) Cause and effect diagram:-

Various probable causes & sub causes for the problem are mentioned headers Man,
Method, Material Quality, monitoring vehicle, miscelenious & Machine developed cause & effect
diagram or Ishikawa diagram as given here. There are three type of cause and effect diagram are
generally used in Quality circle i.e. (i) dispersion (ii) Production process classification (iii) Cause
enumeration. Since our team life span is about two years so we are using dispersion type fish
bone/cause and effect diagram.

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STEP-6: ROOT CAUSE ANALYSIS:-
Root cause analysis is done through process of validation. To identify the most likely
causes by assessment and validation, brain storming was done and three aspects were considered by
the team. These are Skill and Knowledge Level, Standard Operating Procedures and Old Data Record.
The table below describes the validation of causes and sub causes on the basis of above resources.
Table:-01

CAUSE SUB-CAUSE SUB-SUB VALIDATION REAS

CAUSE ON
Method (i)SOP not followed (i)Improper Rejected(BS) As per SOP
Sampling
(ii) lacking training Rejected(BS) As per SOP
Material quality (i)Poor quality of (i) Old stock Rejected(D) Available
steel used in (ii)Supplier fault Accepted(BS) Manufacturing
Chute(MS/SS) problem
Machine (i) Chute not (i) Hydraulic Accepted(BS) Mechanical fault
working properly actuator

(ii)Motor trip (ii)Load Current Rejected(D) Maintenance

high regularly
(iii)Pumped jammed (iii) Unwanted Rejected(D) Inspected regularly
material in j8 belt
Man (i)lack of Rejected Safety awareness
consciousness given to all
(ii )Improper Lacking Accepted(BS) Skill based worker
handling awareness required
Monitoring Loaded Truck (i)Break down Accepted(BS) Jammed in loading
Vehicle point
Loader (i)Maintenance Accepted(BS) For smooth running
of work
(ii)Diverted to
other site
Miscellaneous Unplanned Sampling Requirement not Accepted(BS) Based on
defined requirement

NB:-BS:-Brain storming, D: - Old data (in above table)

After assessment and validation, reviewed all causes and sub causes under man, machine, material,
method, miscellaneous, monitoring parameters and identified major causes and ruled out all minor
causes .The remaining potential causes and hence the most probable causes for the delay in sample
collection of dispatch coke are:-
*Unavailability of loader
*Loaded Truck
*Poor quality of chute
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*Hydraulic actuator
*Improper handling

STEP 7: DATA ANALYSIS ON ROOT CAUSE

In order to consider the above causes the average month wise data of delay in sample
collection of dispatch coke for eight months of the year 2018 were collected from log book
maintained by the department:-

Table:-2

Average monthly data of delay in time (hr) for the year 2018
Type of Causes
Mont Poor Avg
h Unavailability Loaded Hydraulic Improper quality Miscell hr
of Loader Truck Actuator handling of aneous per
Chute day
April 17.50 9.2 10.3 2.5 7.5 2.5 1.65
May 12.00 8.4 12.8 3.5 10.2 3 1.75
June 15.20 9.25 12.25 3 4.2 2.55 1.58
July 16.45 11.5 10.45 2.2 3.55 2.25 1.61
Aug 13.00 10.35 11.35 3.5 4.2 3.35 1.59
Sept 18.20 10.25 12.25 4 3.55 2.5 1.83
Oct 15.35 12.55 10.45 4.25 4.2 3.15 1.67
Nov 10.50 11.05 10.6 5 6.8 2.2 1.71
TOT
AL 118.20 82.55 90.45 27.95 44.20 21.50
delay 1.67

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(7.1) Pareto Analysis:
These five causes were further analyzed by correlating number of occurrence and finding the
magnitude of impact of each problem. Based on the impact of problem of each causes Pareto analysis
was done to find out the vital causes. Related data was collected from log book:-

Table:-3

Delay in time of different causes

Type of Causes Delay time cumulative % contribution % contribution

Unavailability of
118.2 30.71 30.71
Loader
Hydraulic
90.45 54.21 23.50
Actuator
Loaded Truck 82.55 75.67 21.45
Poor quality of
44.20 87.15 11.48
Chute
Improper
27.95 94.41 7.26
handling

Miscellaneous 21.5 100 5.59

We analyze data of these major causes with the help of Pareto chart. The below pareto diagram
was drawn with main cause in X-axis, delay time in primary Y-axis and cumulative percentage of
contribution in secondary Y-axis.

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 Pareto Analysis
120.00 100 100
94.41
90
87.15
75.67 80
70
80.00
Delay in time

60
54.21
50
40
30.71
40.00 21.45
30.71 30
23.50
20
11.48
7.26 5.59 10
0.00 0
Unavailability Hydraulic Loaded Truck Poor quality of Improper Miscalenious
of Loader Actuator Chute handling
Type of Causes

Graph:-2
Depending upon the magnitude of impact among others factor the pareto graph establishes
“unavailability of loader” as most valid root cause of the problem.

STEP 8: DEVELOPMENT & IMPLEMENTATION OF SOLUTION:

After the establishment of the principal cause of the problem our team went for brain
storming to find appropriate solution based on the following criteria.
The solution:-
(a) Should be reliable one
(b) Should work in all environmental conditions
(c) Should be easy in operation
(d) Should be economically viable.
(e) Should be no safety issue.

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 On the basis of above criteria different ideas generated by the team members for
finding the solution were put in the tabular form below.
Table:-4
S
Idea
Sl Idea given Counter remarks
given Status
no by
0 Sampling of dispatch Coke is
1 Arrangement of R Nanda possible within short time, near about Rejected
an Auto loading always continuing 3 to 4
Sampler. bunker every days for which to
established 3-4 auto sampler needed
which would incur high cost
0 Distance from loading point to
2 Arrangement of Pankaj yard is about one km which is very Rejected
manpower to Sadual difficult to perform the task timely
shifting the because number of Truck is still stand
discard sample in queue for loading.
to yard site
0 It is easier and very smooth to
3 Arrangement of Ram collect the sample. But it is not possible Rejected
a trolley may be Chandra to discard the sample to the yard site
used for without a loader. So our purpose may
Sampling. not serve because discarded Coke
jammed on loading point so dispatch
may stopped.
0 It is possible for Collecting the
4 Arrangement of Amarendra sample timely but a single canter Rejected
a Canter Sahoo cannot manage all five laboratory .We
can not fixed a Canter for sampling of
coke only because it is economically
not viable.
0 For getting representative
5 Make a R Nanda Sample this would be the best idea Accepted
structure/a shed 1)Easy Implementation
for a platform to 2) Quality improvement with
Collect Sample. Customer satisfaction.
3) Less Cost
The solution as suggested in serial number 05 was considered to be the appropriate one by
the team and decided to proceed for implementation.

STEP 9: FORESEEING PROBABLE RESISTANCE AND REMEDIAL

ACTION
Before implementing the solution brain storming was done for identifying the probable resistances and
finding out the ways to overcome them. All such points were discussed with our Section In -charge and
his feedback was taken into consideration. Our facilitator promised to do or to fetch whatever needed
to implement the solution successfully. Depending upon the members experience in the working area

Page | 31
also taking into the consideration of shop floor employee the points of resistance with their remedies
as given by the team members are shown below:-
Table:-6
Sl FORSEEN PROBLEM ACTION TO OVERCOME
NO RESISTANCE
01 Financial Problem:- Since this work scope take up by the mechanical
Is there any financial burden people & they can make it by their resources which
impact upon the is used in other project So it is not a big issue for
Management? making the plat form.
02 Operational Problem:- There are sufficient area for parking . So it may not
Is their any parking problem affect their working process. We are also give a
of loaded trucks in loading proper identification mark to that area where we
area for which the dispatch sampling the dispatch Coke..
activity may hamper .
03 Safety Hazards:- Everybody follows safety norms and uses Personal
Is there any hazard related to protective equipment.
safety in monitoring the
system?
04 Working habit:- There is no issue in working surrounding because it
Is there any unusual working will be easier for them for sampling because:-
environment & risk factor (i) Time consuming very less & Sample carry
create after implementing the forward easily.
system. (ii) work burden comparatively less
(iii) No risk because there is no spillage of
material as we sample drawn from truck.

STEP 10: TRIAL IMPLEMENTATION & CHECK PERFORMANCE:

In order to execute every step of the solution in a systematic way PDCA (Plan, Do, Check, Act)
Cycle was followed.
* It was decided to follow the time bound activity plan with fixed responsibilities of the members.

*The apprehension raised during foreseeing probable resistance must be taken care of.

*The job was to be carried out taking all safety precautions.

PDCA CYCLE: - Developed by one of the eminent person of quality guru Mr. Deming wheel.

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 PLAN:-To solve the problem, among our team member we are decide to make a structural
platform where the loaded truck make their placement and we collect the sample from different portion.
For which a specific area is chosen with prior approval from area in charge also made an action plan to
perform the work properly and distribute the responsibility among our members. which is represented in
tabular form given below:-
WORKING TIME BOUND & RESPONSIBILITY SHARED , Table:-5
No. Jobs to be done Date Responsibility

1 Prepared purchase requisition for 15.03.2018 Ram Chandra

arrangement of material used for Bairiganjan
making a platform
2 Coordination with mechanical 16.03.2018 Pankaj Sadual
department

3 Arranging resources for making the 18.03.2018 Amarendra

platform Sahoo

4 Give the required dimension for 12.03.2018 Ratikanta Nanda

structure to make a platform

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DO:-For which we are coordinating with mechanical team of our Coke oven plant for arranging
material to make the platform for which we also measure the dimension of the structure for proper
evaluation of material actually needed. After making the structure then we go for implementing our
ideas.

CHECK: - It is a very important task for our team where it needs the performance of the task which
was taken up by the team. This required a lot of data’s & experiment in our sample analysis of dispatch
coke. Then we closely examine & supervising the sampling with analysis data with total time taken in it.
Also take the precautionary measure for safety by giving boundary and in out sign for movement of
loaded truck.

ACT: - Finally we prepared a Standard operating procedure to implement the project also made a
platform for sampling the dispatch coke.

Sequence of implementation:-

*Approval from area in charge.

*Measure the dimension of platform
* Collection of material
*Data analysis.
*Monitoring the performance of trial implementation

Trial Implementation result:-

The outcome of trial run for one month as tabulated below are found very interesting and
satisfying.
The delay in sample collection of dispatch coke was 1.67 hr in before implementation.
After implementation it was bring down to 0.5hr.

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 Data sheet for one month Result delay time of sample collection:-

Table:-7

Note:-Minimizing the delay in sample collection of dispatch coke to ½ hr from 1.67 hr which is
represented in tabular form given below:-

Before improvement After improvement

Time delay per

Time,hr Time.hr
day

Dispatch Sample
1.67 1/2
Collection

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 STEP 11: REGULAR IMPLEMENTATION

After the successful completion of trial implementation, the team decided to prepare a
Complete plan for regular implementation. Members of the team congratulated each other on the
successful completion of trial implementation strictly as per schedule.

Regular implementation Activities

*All concerned individuals and the related sections were thanked for their cooperation for the success of
the trial implementation & were informed about regular implementation as per the mile stone chart.
* SOP was prepared and included in activity plan.
* A demonstration was made before all employees and workers normally deployed for the job.
* Problems faced during the trial implementation along with methods to overcome them were discussed.
* Regular implementation started as per schedule and leakage records of bladders were kept for two
consecutive months with regular monitoring of adherence of SOP.

Pictorial view of Regular Implementation:-

Fig:-14

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Comparison Chart for before and after Regular Implementation:-

Table:-8

Before improvement After improvement

Time delay per
Time,hr Time.hr
day
Dispatch Sample
1.67 1/2
Collection

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 Regular Implementation: - Tangible Gain

(A)
Table:-9 & 10
Loader Cost in Sampling of dispatch Coke
Y
e
a
r
l
Total y
time Total
Net Avg Ratio used cost@ S
dispatch Per trip in of Time for Rs a
Month wise Qty in By rail in road, trip, Total a sampli taken No of loade 1300/h v
Dispatch tone dispatch tone tone trip month ng mints trip r r e
1
1
.
3
2

L
a
k
156851 18 8714 1089 01:03 12.00 363 4356 94,380 h
April 22393 0 s
May 24870 0
june 27196 0
july 19677 4680
August 29353 9360
Sept 22347 2340
Oct 18357 4680
Nov 20738 7020
Total 184931 28080

(B)

Rs,Per Cost due to delay in Total Cost in Yearly

Man power hr time@1.40hr a day Save,Rs

One
Chemist 125 175
280 87,640

3 Sampler 25 105

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Intangible gain:-

*developing the ability of self expression

*greater self confidence
*increase of members moral value
*better exchange of ideas & improving in communication
*improvement in level of self supervision

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 MILE STONE CHART

We had successfully completed our project in regular implementation, also prepared a Mile stone chart
and came to found that our planning activity with respect to time line are same with that of initial
Milestone chart.

Mile Stone Chart (Planning) Team details

Department- Central QA Saroj Kumar Kar(Leader)

Rati Kanta Nanda

Facilitator-Mr. Bidya dhar Rout

Pankaj Sadual

Coordinator-Mr.Bibhudatta Mishra

Ram Chandra Bairiganjan

QC Name-Recur 17 Amarendra Sahoo
Project Name-Delay in Sample Collection of Improveme
Dispatch Coke nt
PROJECT NO-JSL/RECUR-17/2019 Date of Starting – 01.12.2018
Meeting day- Saturday Date of Completion -20.03.2019
Meeting time-4.00 PM – 5 PM No of projects Completed -02
Month DEC-18 JAN-19 FEB-19 MARCH-19
Activity/we 1 2 3 4 5 6 7 8 9 1 1 1 1 1 1 1
ek 0 1 2 3 4 5 6

Defining
Problem
Analysis
problem
Identifying
Causes
Finding
Out Root
Causes
Data
Analysis `

Developin
g Solution
Foreseein
g Probable
Resistance
Trial
Implement
ation
Regular
Implement
ation Page | 40
Follow
up/Review
STEP-12: FOLLOW-UP AND REVIEW

Our team has initiated to follow up and review the system:-

*Prepared a check list and individual responsibility distributed among the members of the team.
* Prepared a Standard Operating Procedure (SOP) for continuation of the system.
*Trained the lab Personnel on new modification.
* Did HIRA for the new process.
*Review and Audit

Need based Check list, Table:-11

Sl. PARAMETER/EQUIPMENT
FREQUENCY RESPONSIBILITY
No. TO BE INSPECTED

To monitoring of loaded truck at

1. daily Amarendra Sahoo
the time of sampling
Monitoring the Sampling
2. procedure at the time sampling daily Ram Chandra
with sampler.
To check whether sampler
Ratikanta Nanda &
3. followed safety rule & regulation daily
Pankaj sadual
or not.

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Standard operating procedure:-

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 Photo copy of Training session on the new modification

We are giving training to our shop floor employees for proper sampling of Dispatch coke
on the new modification i.e. how to collect the sample on standing on the platform and collect sample as
per our standard operating procedure which is appended above.

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APPRECIATION FROM DEPARTMENT

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 RECOGNITION AND ACHIEVEMENT

Our project bagged Jindal Gold Award in Jindal Convention on Quality Concept-2018 at JSL Jajpur.

GOLD AWARD AT INTERNAL CONVENTION-JCQC-2018

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Page | 46
 FUTURE PROJECT:-

After completion of this project our team decided to take up the second Rank problem i.e. “Reducing the
sample preparation time of Coal and Coke”

TOOLS AND TECHNIQUES USED

• Fish bone diagram

• Pareto Chart

• Pie Chart

• Flow diagram

• Brain Storming

• Mile stone Chart

• Check Sheet

• Ranking Method

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 ACKNOWLEDGEMENT

The success and final outcome of this project required a lot of

guidance & assistance from many people & we are extremely fortunate to have got this
all along the completion of our project work. Whatever we have done is only due to such
guidance & assistance and we would not forget to thank them.

We respect and thank Mr. A.K.SINGH (VP CENTRAL-QA)

and Mr. NAGARAJ K.NAYAK, (AVP CENTRAL –QA) for giving us an opportunity to
do this project work on minimizing the delay in sample collection of dispatch coke and
providing us all support and guidance which helped us complete the project on time.

We are extremely grateful to him for providing such a nice support

and guidance though he had a busy schedule managing the affairs. We owe our profound
gratitude to our project Coordinator Mr. Bibhudutta Mishra (Manager, IMS & OE)
who took keen interest on our project work and guided us all along till the completion of
our project work by providing all the necessary information for developing a good
system.

We would not forget to remember our Facilitator Mr. Bidyadhar

Rout (Manager-Central QA) for his unlisted encouragement and more over for his
timely support and guidance till the completion of our case study work.

We are thankful to all staffs of Coke Oven Lab/ Operation from whom
we got constant encouragement, support and guidance who helped us in successfully
completing our project work.

Last but not the least we convey our heartiest thanks to the Jindal
Stainless limited top management for their valuable guidance and support for
completion of this project.

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