Hearty Welcome to

ALL the participants of

BASIC LPG OPS WORKSHOP

Narendra TC Loni
Bench marking of plant operation & its significance

Hazards in road transportation & it's management

Hazards in jobs involving contract workmen in LPG plant & its mitigation

Energy consumption optimisation

BEING PART OF WORKSHOP IS LIKE BEING PART OF A REALY
BIG FAMILY, EVERYONE IS SO CLOSE,EVRYONE FEELS THE
SUCCESS OF OTHERSWHO GO ON TO DO WELL
WHATEVER HAPPENS I WILL STILL BE PART OF THE
WORKSHOP
LUCY CARLESS
 Benchmarking of Plant
Operations & its Significance
 What is Benchmarking?

• Benchmarking is the continuous, systematic process of measuring one's

output and/or work processes against the toughest competitors or those
recognized best in the Industry

•Benchmarking is not setting targets but improving process to achieve

congruency of purpose to provide a value proposition

•Benchmarking also does not involve re-inventing the wheel but adopt best
practices already proven to get desired results.
 Benefits of
Benchmarking

• Helps organisations understand strengths and weaknesses

• Helps better satisfy the customer’s needs by establishing new standards and
goals

• Motivates employees to reach new standards and to be keen on new

developments

• Allows organisations to realise what level(s) of performance is really possible

by looking at others

• Documents reasons as to why these differences exist

•Helps organisations improve their competitive advantage

•Is a cost-effective and time-efficient way of establishing a pool of innovative

ideas
 Benchmarking Process

4 questions

•What should we benchmark?

• Whom should we benchmark?

• How do we perform the process?

• How do they perform the process?

 Benchmarking Process

Benchmarking Process

Benchmarking
Benchmark Practices
Standards

Benchmark Gap: How to close the Gap:

How much Improved Knowledge
Where Improved Practices
When Improved Process

Management
Commitment

Organization
Communication

Employee Participation
 Benchmarking Process

Decide Identify
what to benchmark Gather info Analyse Implement
benchmark parameters
Benchmarking Process
 Benchmarking Parameters

•Power Consumption (Kw/MT)

•SC Valve consumption (Nos./ MT)
•Product loss/gain (In grams Per cylinder)
•Overtime (In Man-hours)
•Productivity
•Cylinder Maintenance Cost (In Rs. Per MT)
•Cylinder Inventory - WIN Norms – Focus on controlling Repairable Cylinder
Inventory.
•Filling Cost & Marketing Cost (In Rs. Per MT)
•Market Returns (In %age of filling)
•Down time
•Consumables (Caps, seals O rings, SC valves)
 BM of SC valve Consumption

Factors Affecting Consumption

• Dust & Moisture (At Distributorship godown / Enroute/ Plant

• Diversion – Use of local adopter
• Salvaging process
• Improper Hydro testing process
• Any other ways ( including keeping strict control on the stock of rejected SC
valves)
 Reduction of SC valve
Consumption

•Ensuring Capping of all empty cylinders at distributors godown

• Ensuring/ monitoring through FO field visits
• By training to Drivers to ensure cylinders are received in lorries with cap
on them
• By training to Godown keepers & deliveryman.
• Proper Capping of Cylinders at Plant level
• Proper tying of caps with stay plate at plant
• Proper quality of caps for Filled cyls.
• Capping of empty cylinders at plant
• Training to contract labour in capping position
 Reduction of SC valve
Consumption

• Preparation of data bank of distributors where cylinders are received as pin

broken and without putting cap on cylinders in trucks and sharing of data
with FO‘s

• Inspections, raids in market place for unauthorized use of domestic cylinders

• Penal actions on distributors and transporters for pin broken cylinders

•Salvaging Process to be followed as per SOP

• Imparting training to Contract staff doing Valve Salvaging jobs

• in addition to above Data bank preparation of average life of SC valves

• Life of salvaged are being monitored by marking on valves

 BM of Product Loss/Gain

Types of Losses

•Transit losses
•Operational losses
 Transit Losses

Non-Recoverable:

 When the difference of loss between the PDN quantity and Actual received
quantity is less than 40 kgs

Chance of getting Transit losses:

• Problem with weigh bridge of Loading or Receiving locations

• Incomplete decantation of product

• Presence of water in the tanker

• May Willingly done by Driver

• Human error
 Operational Losses

• Improperly calibrated check scale resulting in sending of Over weight

cylinders to market

• Wrong tare weight punching of cylinder. Loss of tare weight of cylinder.

• Tempered tare weight

• Use of wrong Specific weight of product while closing the bullets

• Improper calibration of bullets

• In correct readings of bullets while closing

• Venting /draining of product

• Improper Tare weight of cylinders

• Purging of cylinder
• Sending of cylinders to DPT/HR parties for testing

• While Receiving of less Product and showing this as exact product

• Receiving of Market defective cylinders
 Initiatives for product gain

•SAP interface bypass is authorized by TM/TC with specific reasons & time
duration and each instance to be documented in a register

•Two officers to witness and certify the weight of bulk TT whenever the SAP
interface is bypassed

•Surprise checks of bulk lorries to be carried out randomly to create

deterrence against malpractice, if any

•Provided dummy cylinders of 30.0 kg in filling shed for checking accuracy of

dynamic check scales in all Electronic carousel plants. Proper calibration of
check scales to be ensured with standard weights

•A class standard weights provided in filling sheds for accuracy verification of

check scales

•Provided 50 Kg electronic check scales with LC of 10 gms, at third testing

parties for accuracy of tare wt. of PT cylinders
 Initiatives for product gain

•Calibration of Dynamic Check Scale with std wts as per SOPs

•Calibration of Filling Machines

• Verification of Dip chart with SAP

•Verification of DIP level for non operating bullet also during closing

•To ensure daily closing of bullets

•Ensuring proper levels of Vessels during operations ( i.e not going too low
levels)

•Focusing on SQC & taking immediate corrective actions

•To ensure proper accounting of PLT

•Daily analysis of SCADA data for electronic carousal. Feedback provided to

shed officer for any correction
•Monitoring of negative tare weight in carousel and proper setting
•Daily monitoring of loss gain & its analysis
•Minimum venting in LPG process
•Assuring Minimum Market Returns
Hazards in road transportation
& it's management
 CASE STUDIES

CASE STUDY 1
 CASE STUDIES

CASE STUDY 2
 Hazards in jobs involving
contract workmen in LPG plant
& its mitigation
 LPG FILLING PROCESS

CYL. REC WASHING DE-CAP O/RING, PNBR

-/+ TW SEG
CORRECTION
TW PUNCHING

OLVC

G.D. DY. C/S

O/R CHANGE

P.T.

PDI
CAPPING
LOADING

TESTBAT HAS
H
 Contract Workman Engagement

•A large number of contractor workforce is deployed to carry out

construction, maintenance and other jobs

•Possibilities of accidents with contractor workforce resulting in either

casualty or injury besides leading to property damage and operational
interruptions and environmental degradation

•Hence there is a need to institute a good contractor safety system.

 Hazards in Employing Contract
Labor

•Lack of safety awareness

•Lack of information on the systems and operations in the plant

•Lack of knowledge on work to be carried out

•Interested in faster completion of job rather than safe

 Hazards in Employing Contract
Labor

•Lack of safety awareness

•Lack of information on the systems and operations in the plant

•Lack of knowledge on work to be carried out

•Interested in faster completion of job rather than safety

 Safe System of Work
Safety Policy

SAFE PLACE OF WORK

SAFE WORKING ENVIRONMENT

PLUS
•Safety Policy
SAFE
ACCESS
SAFE
EGRESS
•Duty of Care
•Safety
Representation

ARTICLE/SUBSTANCE
•Safe Use EMPLOYEE
•Safe Handling •Information
•Safe Storage WELFARE •Instruction
•Safe Transport SAFE PLANT •Training for Safety
ACCIDENT APPROACH – SCENE MANAGEMENT
Checks before Engaging Contract
Workman
Mitigation Tactics
Tool Box Talks
Training of Contract Workman
Standards for Reference
Energy consumption
optimisation
 Power Consumption Vs
Production

Power
Consumption

Production
 Major Factors which Increases
Power Consumption

•Bottling performance

•Leakage of plant air

•Idle running of electrical equipments

•Non rated Electrical motors/equipments

•Low power factor

•Extra load demand

•Improper billing
Major Factors which Increases
Power Consumption
 5 Ways to Reduce Power
Consumption

1. Create awareness and develop a common attitude

2. Develop and Implement AWACS (Advance Warning And Control Systems) program

3. Excellent maintenance of existing equipment / facilities

4. System improvement by
a. Process improvement
b. Process re-engineering
c. Technology up-gradation

5. Make innovation our daily inspiration

 Create awareness and develop a
common attitude

•Make aware all workman to switch off the machines whenever not required specially
during breakdown time
•Switch off the air compressor during idle time and arrest air leakages in sheds

•Instructions to be displayed at all doors of Admin. Block/ Toilets to switch off the
lights, fans, AC etc. when not required

•Timely recovery of bills from third parties and timely payments

•Motivate PO’S/ staff to save the power specially during night shift

•Creating awareness and enrolling people

•Discussions to be done on saving Power during Safety Talks and Safety meetings with
workman staff

•Workman Staff and officers to be motivated for bring new ideas for reducing power
consumption in plant
•Monthly KWH/MT consumption to be shown in shed and same to be compared with
BM on monthly basis
 Performance Monitoring

•Daily monitoring of power consumption on full day and shift basis

•Calibration of SEB KWH meters

•Effective monitoring of PF

•Effective illumination in plant

 Excellent maintenance of existing
equipment / facilities

•Effective Implementation of PM Module/ PMS of all electrical equipments to avoid

breakdown/ time loss.

•Ensuring of preventive maintenance of plant air compressors to maintain their

optimum efficiency.

•Jockey pump frequency to be improved ( Nil in day time)

 System improvement &
Innovation

• Replacement of traditional lights with Energy Efficient Lights

•Wind driven exhaust fans

•Variable drives for LPG Pumps for restricted usage while bottling Commercial Cyls
only

•Energy meters installations at critical points

•HAS M/c Guns to be installed as per optimum requirement

•Photo electric sensors timers on the lights to automatic power switch off in day time

•High efficiency motors to be used for continues running chain conveyors

•Modification in the old / choked air pipe line of utility

•Energy audits by third party on yearly basis

 System improvement &
Innovation

• Hour meters & water meters are provided at both bore wells to monitor their
efficiency

•Ensuring of preventive maintenance of plant air compressors to maintain their

optimum efficiency

•Replaced the asbestos sheet in the filling and filled shed with transparent fiber
sheets for natural lighting

•Use of Renewable Sources

of Energy
THANK YOU