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Performing A Cement Plant Operations Audit
Performing A Cement Plant Operations Audit
AUDIT
The cement plants and process engineer (due to training and job title) is frequently asked to
examine the “big picture” in a production/operations environment. This can be a formal request
for a diagnostic review or a vague request from top management to see what’s wrong or what
kind of improvements can be done with production/operations. Operations audit is a procedure
that helps the industrial and process engineer determine not only what is wrong, but more
importantly, what is right in an operations activity.
Operations audit is the first step in conducting a general and objective assessment of a
production/operations area. It is called by many other names, such as diagnostic review, general
survey, operations exam, etc. It can be done as a stand-alone project, but is often part of a larger
project, such as reducing costs or improving productivity. The technique is based on a logical
evaluation of the current factors that control the operating environment.
The audit can be performed by a person or by a team, depending on the complexity of the
operation under examination and the need for skills outside the training of the industrial and
process engineer. The audit can range from two days to several weeks, depending on the size and
complexity of the operation under review.
The audit should result in a concise written statement of the operation’s strengths and
weaknesses and support functions. It should also contain diagrams of the interactive features that
contribute to the product or service being provided and any comments on areas for improvement
and any specific areas for further analysis. The audit will be based on data, numerous interviews,
field visits, and the objectivity and past experience of the systems.
An audit is usually the first step by a management consultant who has been given a broad
objective by senior management to improve the profitability of an operation. The consultant may
conduct a portion of the audit before the formal proposal is submitted, to ensure that the correct
issues are addressed in their proposed work plan. Likewise, the plant’s process engineer or
internal consultant will often find that the audit is a necessary first step in ensuring that they
address control issues and not just some of the symptoms.
Most operations undergo enough change for an audit to be beneficial every three years, and more
often if a major change has occurred or is planned since the last audit.
WHAT TOOLS DO YOU USE?
A variety of tools are used during the conduct of the operations audit and the emphasis will vary
based on the complexity of the audit and the time available. One of the most important tools will
be the industrial and process engineer’s ability to conduct the audit as a project, with a written
objective, defined tasks, expected deliverables, listing of work steps, and a schedule. If other
team members are used, then their efforts will be directed and coordinated as well.
Other important tools are the ability of the industrial and process engineer to conduct meaningful
interviews at all levels of the organization, and to document findings and draw clear, concise,
conclusions. The handling and gathering of data necessary for the conduct of the audit is a
particularly important task, since the time usually allotted to the audit will require not only care
in analyzing data, but in making realistic data requests of key departments.
The operations tour and related field trips can be an important source of general information, and
the tour can be augmented with product flow charts, equipment location drawings, and facility
expansion plans. The observations and answers to key questions during operation tours and
related visits can become a useful part of the data gathering stage of the operation audit for
confirmation and verification at a later date.
Organization charts, job descriptions, budget plans, financial statements, operations records, and
written operating procedures can be useful information to be obtained during the conduct of the
audit.
Process/operation
Mechanical
Electrical
Instrumentation
Refractory
Plant performance is also analyzed by department. Often, the best performance of a department
does not occur at the same time as the best performance of the plant as a whole. If we choose the
best throughput times for each department and make them occur at the same time, the throughput
of the plant will show a significantly higher level of efficiency. Attempts are being made to make
them happen at the same time, which is not an unrealistic goal, as the departments had indeed
done so at that level in the past.
Through a systematic approach, all departments are made to function at the highest possible
level, increasing overall equipment effectiveness.
BENCHMARK
Modern dry-process cement plants with an efficient grinding and pyro processing system,
typically consume less than 700 kcal/kg-cl of thermal energy and 100 kWh/mt of electrical
energy. Older plants with inefficient systems, combined with operational and maintenance
failure, tend to have much higher energy consumption. Based on the specific plant conditions
and requirements, a general benchmarking is conducted to set goals. Plant audits evaluate the
performance of a cement plant against the appropriate benchmark. After a detailed evaluation,
recommendations are made for optimizing the plant at three levels of capital investment:
THERMAL ENERGY
A successful thermal energy management program requires energy auditing as its one of the
important procedures. The possible approaches of heat recovery from some major heat loss
sources by making a detailed analysis of kiln, raw mill, coal mill and grate cooler. To improve
the production process, increase the productivity, decrease energy consumption of the plant.
Thermal energy is related to the pyro processing system. For a clinker production of 1 million
tons per year, the savings of 10 kcal/kg-cl would result in an annual savings of approximately
$92,000.
Another significant advantage in most cases is that the reduction in heat consumption can be
used to increase production.
Cooler optimization
Stop leakages
Optimization of operational strategy
ELECTRICAL ENERGY
The main aim of the energy audit is to provide an accurate account of energy consumption and
energy use analysis of different components and to reveal the detailed information needed for
determining the possible opportunities for energy conservation.
Large fans and mill units are the main consumers of electrical energy.
Fans: Fan power is linked to specific heat consumption and many operating parameters.
Optimizing these parameters will help reduce the fan’s power consumption.
Mills: In the case of ball mills, optimizing the mill load and maintaining the internal parts of the
mill will minimize energy consumption. As for the vertical roller mills, the inspection of the
internal parts of the mill and the separator, and the adjustments in the operation will bring
improvements, both in energy consumption and in increased production.
Discuss purpose and objective of the operation audit with top management.
Develop a work plan for the audit and create a project team, as required.
Determine major data sources and list of key parameters.
Review detailed plan and data sources with top management.
Conduct a detailed tour with the operations manager.
Arrange for interviews starting at the top and going down the organization. Cover all
necessary departments such as production/operations, engineering, sales, marketing,
finance, information technology, inventory control, etc.
Make any data requests early in the study to the appropriate department head.
Conduct interviews and gather departmental information such as sample reports,
department goals and challenges, organization charts, etc.
Analyze data being gathered and develop various diagrams of product flows,
information flows, and departmental interactions.
Develop familiarity with products manufactured (or services provided) and major
costs associated with the operation processes.
Place all data gathered and interview notes in file folders, and keep organized by
department. If other team members involved, conduct periodic review sessions and
share data.
Document preliminary findings as a series of un-ranked strengths and weaknesses.
List strengths first, so as not to overlook anything when detailing weaknesses.
Do not discuss preliminary findings with people being interviewed, since comments
will not be finalized and final results may be confidential.
List “unknowns” as well as “knowns” and begin to draft the final report, being careful
to include data being developed that substantiates observations.
Call in all data requests previously made and analyze data with help from the person
who prepared the information.
Develop a prioritized list of major strengths and weaknesses, and describe any specific
areas for further analysis or for immediate action that are beyond the scope of the
manufacturing audit.
Review the final report with top management, complete with any appropriate action
plans.
Review copies of the report with department heads, as appropriate.
Begin to follow up on appropriate action items and develop additional plans, as
required.
Review:
Moisture content and effectiveness of the machines in the wet season.
Final stack chemical deviation in LSF: if correcting the final stack can avoid severe
chemical oscillations
Execution factor throughout the year.
Performance in the dry and wet season.
Maximum recovery rate
Small modifications to improve execution factor and derived ROI
In addition to the samples and field measurements, the following data from the control
room operation must be collected:
Operating Data (from CCR)
PYROPROCESSING SYSTEM
Review:
Maximum production
Fuel efficiency
System gas flow
Power Consumption
Bottlenecks and recommendations for improvement
The operations audit can be a beneficial first step in aiding the industrial and process engineer in
assessing the appropriate focus for later problem-solving efforts and can be used in a variety of
circumstances in most production and operations environments.