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Mill Optimisation

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In cement plants, getting the best out of the equipment does not necessarily give the desired results. A close study through an optimisation exercise can do the job, says PR Raghavarao.

A case study of optimisation of a grinding unit has been presented in this paper. A grinding unit having vertical roller mill with a grinding capacity of 250 tph PPC and having a fineness of 4,000 cm2/g Blaine was commissioned and completed performance guarantee tests. The specific power consumption was found to be on the higher side. The plant management decided to reduce the specific power consumption. The Project Management Approach (PMA) was adopted in implementing the project, taking up optimisation as a project.

The objective of the project was to reduce the specific power consumption of the total grinding system by 10 per cent in a period of six months, with minimum cost and no capital outflow. There were nine steps involved in the project implementation.

Introduction
This case study is about a clinker grinding unit having a Vertical Roller Mill LM 56.3 +3C supplied by Loesche.

The grinding system consists of

  • Feeding arrangement
  • Hot air generator
  • Vertical roller mill with in-built dynamic separator
  • Baghouse for product collection
  • Bucket elevator for product transport
  • Cement silo
  • Dedusting system

The system was designed for grinding 250 tph PPC having 35 per cent fly ash ground to 4,000 cm2/g Blaine. Total specific power consumption for the total system was foreseen to be 32kWh/t.

The unit was commissioned in the year 2010. The supplier carried out a number of modifications in the VRM and achieved the guaranteed performance values. However, the plant management was not satisfied and wanted to reduce the specific power consumption values by 10 per cent in a year.

Optimisation by PMA
PMA is a smart implementation method of executing a project as a team, involving all stakeholders. The whole exercise is taken up after getting approval from top management.

This approach involves nine steps:

  • Step 1. Assessment of situation
  • Step 2. Stakeholders? analysis
  • Step 3. Search for lessons learnt
  • Step 4. Definition of service
  • Step 5. Milestone schedule
  • Step 6. Project organisation
  • Step 7. Estimation of project cost
  • Step 8. Risk identification
  • Step 9. Agreement with client

Role of Process Engineer
Normally in cement plants, the engineer in charge of a shift or daily operations carries out the optimisation exercise. However, due to daily workload coming from operations and administrative jobs, he is not able to devote the necessary time and focus on an optimisation exercise. Therefore, plants are opting to nominate one process engineer from the plant team and provide him with adequate training in the area of process engineering. He is assigned a project as a part of the training with a specific objective and time period. The purpose is to recover the cost of training by way of benefits accrued from the optimisation project. Later he becomes a resource for the plant.

Method of Implementation
Step 1 Assessment of situation

By detailed evaluation, it was decided that the current specific power consumption of the system of 30 kWh/t was high for a vertical roller mill system. Ball mill systems are operating in the region with similar materials and same product specifica?tions at specific power of 35-37 kWh/t. Vertical mills are expected to reduce the power duty by approxi?mately 10 units compared to ball mill systems. The project was taken up to optimise the grinding operation for reducing specific power consumption by 10 per cent from 30 kWh/t to 27 kWh/t in a one-year period.

Step 2 Stakeholder analysis
The mill operator wanted to achieve higher production target in daily working. Maintenance personnel desired to get maximum maintenance time which is achieved by high production rate and thus lower operating hours per day. Quality Control personnel had to ensure that the product quality is maintained even at higher production rate. The electrical engineer wanted to bring down the consumption of electrical energy for the total tonnage produced in a day. The management understood the influence of the optimisation exercise on market demand, and also wanted to develop resources in the plant to sweat the assets optimally.

Step 3 Search for lessons learned
At the time of project, the conditions specified were conservative. There was a change in characteristics of additive material, i.e., fly ash. Market demand was fluctuating. Now the focus was on optimising the operations to reduce specific power and to meet fluctuating market demand.

Step 4 Definition of product or service or benefit

  • Specific: Reduce specific power consumption of total grinding system by 10 per cent, i.e., from 30 kWh/t to 27 kWh/t at same product quality.
  • Measurable: The benefit was to be assessed by system audit at the start and end of project.
  • Achievable: The team believed that the target was achievable, as there were references.
  • Relevant: The project for reduction of electrical energy was highly relevant to reduce cost of manufacture.
  • Time-bound: A timeframe of six months was agreed for the total project.

Step 6: Project Organisation
Project Client: …

Project Manager: …

Project team:

1. …
2. ….
3. …

Step 7 Estimation of project cost
Cost items were identified as personnel, material and third-party expenses. The main cost was the cost of training of personnel. Replacement material costs and third-party expenses were met from revenue expenses.

Step 8 Risk identification
Major risk factors identified were low availability of mill system due to fluctuating market demand, variation in size and quality of feed materials like clinker and fly ash, and change in role of team members.

Step 9 Agreement with client at start and end of project
The plant head had signed the Memorandum of Understanding at the start of the project. At the conclusion meeting, he endorsed the closure of the project after realising the benefits.

Actual Implementation
The project was implemented by the project team members over the course of six months. A progress report was prepared every month and reported to management and the coach.

Actions taken

  • Actions were taken on the findings of the mill assessment.
  • High false air was found mainly in the baghouse inlet, mill inlet and outlet. The leakages were rectified over a course of four weeks.
  • Feed was not distributing at the centre of the table. Mill feed
  • chute was integrated with separator cone. The distribution became even.
  • Mill hydraulic pressure was maintained low, at 55 bar. It was increased to 70 bar.
  • Separator seal gap was reduced. The residue on 45 microns sieve was also reduced.
  • All three water spray lines were repaired to get uniform water on the mill table below three rollers.

Project benefits

  • The main target of reduction of specific power consumption was completely achieved; the reduction was 3 kWh/t
  • In addition the product quality improved as the residue on 45 microns reduced by 2.5 per cent
  • The mill operation was stabilised with low vibration levels.

After six months, the findings were presented by the Project Management team to plant management and coach. The results were accepted and the project was declared a complete success.

The author, PR Raghavarao, holds a B Tech in Chemical Engineering from Banaras Hindu University. He has worked in various organisations like Larsen & Toubro Limited, Prism Cement Limited and Ambuja Cements Limited. He retired as a Senior Vice President from Ambuja Cements Limited. Raghavarao was associated with the cement industry throughout his career, in the fields of process engineering, commissioning, troubleshooting, process audits and plant optimisations. He is based in Mumbai and works as a freelance consultant.

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Concrete

We consistently push the boundaries of technology

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Swapnil Jadhav, Director, SIDSA Environmental, discusses transforming waste into valuable resources through cutting-edge technology and innovative process solutions.

SIDSA Environmental brings decades of experience and expertise to the important niche of waste treatment and process technologies. As a global leader that is at the forefront of sustainable waste management, the company excels in recycling, waste-to-energy solutions and alternative fuel production. In this conversation, Swapnil Jadhav, Director, SIDSA Environmental, shares insights into their advanced shredding technology, its role in RDF production for the cement industry and emerging trends in waste-to-energy solutions.

Can you give us an overview of SIDSA Environmental’s role in waste treatment and process technologies?
SIDSA is a leading innovator in the field of waste treatment and process technologies, dedicated to delivering sustainable solutions that address the growing challenges of waste management.
SIDSA is a more than 52-year-old organisation with worldwide presence and has successfully realised over 1100 projects.
Our expertise is in the engineering and development of cutting-edge systems that enable the conversion of waste materials into valuable resources. This includes recycling technologies, waste-to-energy (W2E) systems, and advanced methods for producing alternative fuels such as refuse derived fuel (RDF). The organisation prioritises environmental stewardship by integrating energy-efficient processes and technologies, supporting industrial sectors—including the cement industry—in reducing their carbon footprint. Through our comprehensive approach, we aim to promote a circular economy where waste is no longer a burden but a resource to be harnessed.

How does SIDSA Environmental’s shredding technology contribute to the cement industry, especially in the production of RDF?
SIDSA’s shredding technology is pivotal in transforming diverse waste streams into high-quality RDF. Cement kilns require fuel with specific calorific values and uniform composition to ensure efficient combustion and operational stability, and this is where our shredding systems excel. In India, we are segment leaders with more than 30 projects including over 50 equipment of varied capacity successfully realised. Some of the solutions were supplied as complete turnkey plants for high capacity AFR processing. Our esteemed client list comprises reputed cement manufacturers and chemical industries. Our technology processes various types of waste—such as plastics, textiles and industrial residues—breaking them down into consistent particles suitable for energy recovery.

Key features include:

  • High efficiency: Ensures optimal throughput for large volumes of waste.
  • Adaptability: Handles mixed and heterogeneous waste streams, including contaminated or complex materials.
  • Reliability: Reduces the likelihood of operational disruptions in RDF production. By standardising RDF properties, our shredding technology enables cement plants to achieve greater energy efficiency while adhering to environmental regulations.

What are the key benefits of using alternative fuels like RDF in cement kilns?
The adoption of RDF and other alternative fuels offers significant advantages across environmental, economic and social dimensions:

  • Environmental benefits: Cement kilns using RDF emit fewer greenhouse gases compared to those reliant on fossil fuels like coal or petroleum coke. RDF also helps mitigate the issue of overflowing landfills by diverting waste toward energy recovery.
  • Economic savings: Alternative fuels are often more cost-effective than traditional energy sources, allowing cement plants to reduce operational expenses.
  • Sustainability and resource efficiency: RDF facilitates the circular economy by repurposing waste materials into energy, conserving finite natural resources.
  • Operational flexibility: Cement kilns designed to use RDF can seamlessly switch between different fuel types, enhancing adaptability to market conditions.

What innovations have been introduced in waste-to-energy (W2E) and recycling solutions?
SIDSA’s machinery is meticulously engineered to handle the complex requirements of processing hazardous and bulky waste.

This includes:

  • Robust construction: Our equipment is designed to manage heavy loads and challenging waste streams, such as industrial debris, tires and large furniture.
  • Advanced safety features: Intelligent sensors and automated controls ensure safe operation when dealing with potentially harmful materials, such as chemical waste.
  • Compliance with standards: Machinery is built to adhere to international environmental and safety regulations, guaranteeing reliability under stringent conditions.
  • Modular design: Allows for customisation and scalability to meet the unique needs of various waste management facilities.

How does your organisation customised solutions help cement plants improve sustainability and efficiency?
We consistently push the boundaries of technology to enhance waste management outcomes.
General innovations and new product development focus on:

  • Energy-efficient shredders: These machines consume less power while maintaining high throughput, contributing to lower operational costs.
  • AI-powered sorting systems: Utilise advanced algorithms to automate waste classification, increasing material recovery rates and minimising errors.
  • Advanced gasification technologies: Convert waste into syngas (a clean energy source) while minimising emissions and residue.
  • Closed-loop recycling solutions: Enable the extraction and repurposing of materials from waste streams, maximising resource use while reducing environmental impact.

What future trends do you foresee in waste management and alternative fuel usage in the cement sector?
Looking ahead, several trends are likely to shape the future of waste management and alternative fuels in the cement industry:

  • AI integration: AI-driven technologies will enhance waste sorting and optimise RDF production, enabling greater efficiency.
  • Bio-based fuels: Increased use of biofuels derived from organic waste as a renewable and low-carbon energy source.
  • Collaborative approaches: Strengthened partnerships between governments, private industries and technology providers will facilitate large-scale implementation of sustainable practices.
  • Circular economy expansion: The cement sector will increasingly adopt closed-loop systems, reducing waste and maximising resource reuse.
  • Regulatory evolution: More stringent environmental laws and incentives for using alternative fuels will accelerate the transition toward sustainable energy solutions.

(Communication by the management of the company)

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Concrete

FORNNAX Technology lays foundation for a 23-acre facility in Gujarat

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FORNNAX Technology, a leading manufacturer of recycling equipment in India, has marked a major milestone with the Groundbreaking (Bhoomi Pujan) ceremony for its expansive 23-acre manufacturing facility in Gujarat. Specialising in high-capacity shredders and granulators, FORNNAX is strategically positioning itself as a global leader in the recycling industry. The new plant aims to produce 250 machinery units annually by 2030, making it one of the largest manufacturing facilities in the world.
The foundation stone for this ambitious project was laid by Jignesh Kundaria, CEO and Director, alongside Kaushik Kundaria, Director. The ceremony was attended by key leadership members and company staff, signifying a new chapter for FORNNAX as it meets the growing demand for reliable recycling solutions. Speaking on the occasion, Jignesh Kundaria stated, “This marks a historic moment for the recycling sector. Our high-quality equipment will address various waste categories, including tyre, municipal solid waste (msw), cables, e-waste, aluminium, and ferrous metals. this facility will strengthen our global presence while contributing to India’s Net Zero emissions goal by 2070.”
FORNNAX is actively expanding its footprint in critical markets such as Australia, Europe and the GCC, forging stronger sales and service partnerships. The facility will house an advanced Production Department to ensure seamless manufacturing.

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Concrete

Decarbonisation is a focus for our R&D effort

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Dyanesh Wanjale, Managing Director, Gebr. Pfeiffer discusses the need to innovate grinding technologies to make the manufacturing process more efficient and less fuel consuming.

Gebr. Pfeiffer stands at the forefront of grinding technology, delivering energy-efficient and customised solutions for cement manufacturers worldwide. From pioneering vertical roller mills to integrating AI-driven optimisation, the company is committed to enhancing efficiency and sustainability. In this interview, we explore how their cutting-edge technology is shaping the future of cement production.

Can you tell us about the grinding technology your company offers and its role in the cement industry?
We are pioneers in grinding technology, with our company being based in Germany and having a rich history of over 160 years, a milestone we will celebrate in 2024. We are widely recognised as one of the most efficient grinding technology suppliers globally. Our MBR mills are designed with energy efficiency at their core, and for the past five years, we have been focused on continuous improvements in power consumption and reducing the CO2 footprint. Innovation is an ongoing process for us, as we strive to enhance efficiency while supporting the cement industry’s sustainability goals. Our technology plays a critical role in helping manufacturers reduce their environmental impact while improving productivity.

The use of alternative fuels and raw materials (AFR) is an ever-evolving area in cement production. How does your technology adapt to these changes?
Our vertical roller mills are specifically designed to adapt to the use of alternative fuels and raw materials. These mills are energy-efficient, which is a key advantage when working with AFR since alternative fuels often generate less energy. By consuming less power, our technology helps bridge this gap effectively. Our solutions ensure that the use of AFR does not compromise the operational efficiency or productivity of cement plants. This adaptability positions our technology as a vital asset in the industry’s journey toward sustainability.

What are some of the challenges your company faces, both in the Indian and global cement industries?
One of the major challenges we face is the demand for expedited deliveries. While customers often take time to decide on placing orders, once the decision is made, they expect quick deliveries. However, our industry deals with heavy and highly customised machinery that cannot be produced off the shelf. Each piece of equipment is made-to-order based on the client’s unique requirements, which inherently requires time for manufacturing.
Another significant challenge comes from competition with Chinese suppliers. While the Indian cement industry traditionally favoured our technology over Chinese alternatives, a few customers have started exploring Chinese vertical roller mills. This is concerning because our German technology offers unmatched quality and longevity. For example, our mills are designed to last over 30 years, providing a long-term solution for customers. In contrast, Chinese equipment often does not offer the same durability or reliability. Despite the cost pressures, we firmly believe that our technology provides superior value in the long run.

You mentioned that your machinery is made-to-order. Can you elaborate on how you customise equipment to meet the specific requirements of different cement plants?
Absolutely. Every piece of machinery we produce is tailored to the specific needs of the customer. While we have standard mill sizes to cater to different capacity requirements, the components and configurations are customised based on the client’s operational parameters and budget. This process ensures that our solutions deliver optimal performance and cost efficiency. Since these are heavy and expensive items, maintaining an inventory of pre-made equipment is neither practical nor economical. By adopting a made-to-order approach, we ensure that our customers receive machinery that precisely meets their needs.

The cement industry is focusing not only on increasing production but also on decarbonising operations. How does your company contribute to this dual objective, and how do you see this evolving in the future?
Decarbonisation is a key focus for our research and development efforts. We are continuously working on innovative solutions to reduce CO2 emissions and improve overall sustainability. For example, we have significantly reduced water consumption in our processes, which was previously used extensively for stabilisation. Additionally, we are leveraging artificial intelligence to optimise mill operations. AI enables us to monitor the process in real-time, analyse feedback, and make adjustments to achieve optimal results within the given parameters.
Our commitment to innovation ensures that we are not only helping the industry decarbonise but also making operations more efficient. As the cement industry moves toward stricter sustainability goals, we are confident that our technology will play a pivotal role in achieving them.

Can you provide more details about the use of digitalisation and artificial intelligence in your processes? How does this improve your operations and benefit your customers?
Digitalisation and AI are integral to our operations, enabling us to offer advanced monitoring and optimisation solutions. We have developed three distinct models that allow customers to monitor mill performance through their computer systems. Additionally, our technology enables real-time feedback from our German headquarters to the customer. This feedback highlights any inefficiencies, such as when a parameter is outside the optimal range,
and provides actionable recommendations to address them.
By continuously monitoring every parameter in real time, our AI-driven systems ensure that mills operate at peak efficiency. This not only enhances production but also minimises downtime. I am proud to say that our mills have the lowest shutdown rates compared to other manufacturers. This reliability, combined with the insights provided by our digital solutions, ensures that customers achieve consistent and efficient operations. It’s a game-changer for reducing costs and enhancing overall productivity.

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