Operations improvements
Kümas underwent similar changes in operations after DuPont identified sources of inefficiencies and developed systems to anticipate or counteract these. Together with DuPont, Kümas set up 30 continuous improvement projects (CIPs) to address operations and quality concerns. DSS project manager Jan Teuwen explains: “CIPs are not capital intensive, but they are resource heavy. However, they are very useful for addressing key areas, setting milestones, keeping an eye on completion dates and tracking expected savings.”
He also points to other changes. “Many processes have been improved,” he says. The supply chain organisation underwent an overhaul, which saw the implementation of best practices and processes, the introduction of a new supply chain organisation, a new inventory control procedure and the launch of a capacity and uptime model for presses.
Mr Çavaç again: “The Value Accelerator related to reducing downtime in presses was successful. The support provided by DuPont for the supply chain was very good. I can see that now when I look at the existing applications. DuPont also implemented a changeover to a central maintenance unit, but it is still too early to say how well that will work.” In this area, DuPont introduced predictive and preventive maintenance to pre-empt the fire-fighting needs of the past.Other improvements were made in energy consumption. Mr Çavaç says, “Together with DuPont we identified high energy consumption measurement areas and assembled tools according to a plan. We have achieved much better efficiency in energy management by monitoring energy use in the rotary kiln, the pilot area for this project. And we have initiated central energy management activities as a model for the entire plant.”
All in all, Kümas initiated a total of 34 continuous improvement projects with the help of DuPont. These have already achieved an energy saving of US$2 million in 2015. In the first nine months of 2015, completed continuous improvement projects saved a further US$1.5 million with a total savings potential of US$8 million predicted once all 34 continuous improvement projects are completed.
The current general manager Mehmet Sevket Erol sums the site’s new understanding up as follows: “We believe that a continuous improvement culture is essential for any manufacturing plant. We know that we can only reach this common objective if all employees are engaged and we have a strong team culture. With a safety and efficiency-focused structure of Continuous Improvement Project teams consisting of people from different disciplines, our entire work performance culture has changed. With this structure, we believe Kümas is in a position to continue its transformation journey and will reach its objective.”
This is part two of a two-part article written for World Cement’s September issue and abridged for the website. Subscribers can read the full September issue by signing in, and can also catch up on-the-go via our new app for Apple and Android. Non-subscribers can access a preview of the September 2016 issue here.
