About this Presentation
This presentation describes a plant shutdown using critical chain project management (CCPM). Tata Metaliks is the largest producer of pig iron in the world, mini-blast furnaces are used to produce pig iron, very low throughput (high variable expenses) and business performance are sensitive to the health of the furnace. Background of the shutdown includes: blast furnace shutdown is done once every 5-7 years, and usually involves relining the shell, overhauling …, duration varies 1.5 to 3 months, a day down is very high throughput, shutdown is 24 X 7, and preparations start 6-12 months before shutdown. Challenges of the environment, associated conflicts, delays and associated actions, issues with contractors, etc. are caused by the core issues of incomplete preparedness, milestone monitoring, and too many work-fronts in parallel during the shutdown period. Using critical chain (CC) the shutdown was completed in a record 23 days versus the plan of 28 days (typically shutdowns varied from 45 to 60 days), 87% of initial budget; extra scope was 25% and peak production of the facility was reached in 10 days. The paradigm changes are described.
What Will You Learn
To help you get the most value from this session, we’ve highlighted a few key points. These takeaways capture the main ideas and practical insights from the presentation, making it easier for you to review, reflect, and apply what you’ve learned.
Shutdowns are critical events in the operation of Tata Metallics, a producer of pig iron. They are typically carried out once every 5 to 6 years and involve a complete overhaul of the company's blast furnaces.
The company has successfully applied critical chain project management to reduce shutdown time and improve efficiency. In one instance, a shutdown was completed in 23 days, five days ahead of an ambitious 28-day plan.
Challenges in shutdown management include multitasking, lack of full preparation, and conflicts between departments and contractors. Strategies to improve shutdown management include reducing bad multitasking, ensuring full preparation, and using buffer management.
Instructor(s)
Satyashri Mohanty
Mr. Satyashri Mohanty is a founding director of Vector Consulting Group. A proud alumnus of NIT Rourkela, and Xavier Institute of Management, he has a rich experience of more than 22 years in the industry and as a consultant. Known for his passion for solving wicked problems in project management, operations and supply chain, Mr. Mohanty has worked with various clients helping them continually invent and implement pathbreaking solutions for chronic industry issues. He has also co-authored the management novel, “Apparent in Hindsight”, which delves into the why and how of implementing Theory Of Constraints in manufacturing operations.
Ms Alka Wadhwa
Alka Wadhwa is an experienced consultant and process improvement expert with over 24 years of expertise in the Theory of Constraints (TOC), Lean Six Sigma, and organizational performance optimization. She has successfully led projects in healthcare, financial services, and manufacturing, driving significant improvements such as a 67% boost in hospital operations and a 140% increase in outpatient visits.
Previously, Alka Wadhwa spent 17+ years at GE Global Research Center, where she led initiatives to enhance various GE businesses through advanced technologies, process redesign, and system optimization. Founder of Better Solutions Consulting, LLC, she specializes in using TOC, Six Sigma, and data analytics to streamline operations and build high-performance teams.
Her work has earned her multiple accolades, including the Empire State Award of Excellence in healthcare.
Dr Gary Wadhwa
Dr. Gary Wadhwa is a Board Certified Oral & Maxillofacial Surgeon with extensive experience in the field. He completed his Oral & Maxillofacial Surgery training at Montefiore Hospital, Albert Einstein College of Medicine in Bronx, NY, and has served as an Attending at prestigious institutions like St. Peters Hospitals, Ellis Hospital, and Beth Israel Hospital in NY. With a career spanning over two decades, he was the former CEO and President of a group specialty practice in NY from 1994 to 2015. Dr. Wadhwa holds an MBA from UT at Knoxville, TN, and has undergone additional training in System Dynamics at MIT, Health System Management at Harvard Business School, and Entrepreneurship and healthcare innovations at Columbia Business School. Committed to expanding access to Oral & Maxillofacial Surgery care, he is currently engaged in a meaningful project to provide healthcare services to underserved populations in inner city and rural areas through non-profit Community Health Centers.