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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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Economy & Market

SEW-EURODRIVE India Opens Drive Technology Centre in Chennai

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The new facility strengthens SEW-EURODRIVE India’s manufacturing, assembly and service capabilities

SEW-EURODRIVE India has inaugurated a new Drive Technology Centre (DTC) in Chennai, marking a significant expansion of its manufacturing and service infrastructure in South India. The facility is positioned to enhance the company’s responsiveness and long-term support capabilities for customers across southern and eastern regions of the country.

Built across 12.27 acres, the facility includes a 21,350-square-metre assembly and service setup designed to support future industrial growth, evolving application requirements and capacity expansion. The centre reflects the company’s long-term strategy in India, combining global engineering practices with local manufacturing and service capabilities.

The new facility has been developed in line with green building standards and incorporates sustainable features such as natural daylight utilisation, solar power generation and rainwater harvesting systems. The company has also implemented energy-efficient construction and advanced climate control systems that help reduce shopfloor temperatures by up to 3°C, improving production stability, product quality and working conditions.

A key highlight of the centre is the 15,000-square-metre assembly shop, which features digitisation-ready assembly cells based on a single-piece flow manufacturing concept. The facility also houses SEW-EURODRIVE India’s first semi-automated painting booth, aimed at ensuring uniform surface finish and improving production throughput.

With the commissioning of the Chennai Drive Technology Centre, SEW-EURODRIVE India continues to strengthen its manufacturing footprint and reinforces its long-term commitment to supporting industrial growth and automation development in India.

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Economy & Market

RAHSTA Roundtable Sets Agenda for Smarter, Safer Highways

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Roundtable discussions focus on innovation for safer highways.

Held on 12 March 2026 at Courtyard by Marriott, Mumbai, alongside the Infrastructure Today Airport Conclave, the RAHSTA Roundtable brought together stakeholders from across the highways and infrastructure ecosystem to shape the agenda for the 16th RAHSTA 2026, scheduled for 8–9 July 2026 at the Jio Convention Centre, Mumbai. The session focused on key industry themes including road construction, technology, safety and long-term sustainability.

Opening the discussion, Pratap Padode, Founder, FIRST Construction Council, said the roundtable marked the beginning of a broader consultative process leading up to the July event. The aim, he noted, is to bring together industry stakeholders to refine the agenda for discussions on the future of roads, bridges, tunnels and allied infrastructure.

Padode noted that while central road project awards have slowed in recent years, states are increasingly driving the next phase of infrastructure growth. Maharashtra, with its long-term road development plans and agencies such as MSRDC and MSIDC, is expected to play a significant role in this expansion.

RAHSTA Expo 2026 as a specialised platform dedicated to road infrastructure, covering highways, tunnels, bridges and flyovers along with construction technologies, safety systems and maintenance solutions. He also highlighted the growing importance of rural connectivity and said the organisers are engaging with government bodies to highlight rural road development initiatives.

Tanveer Padode, CIO, ASAPP Info Group, presented insights from IMPACCT, the group’s infrastructure intelligence platform. He pointed to a strong project pipeline despite slower highway awards earlier in the year, noting that states such as Maharashtra, Odisha and Arunachal Pradesh are emerging as key drivers of new projects. The data also revealed that only a small group of contractors participates in large-value infrastructure bids.

Lt Gen Rajeev Chaudhary, former Director General, Border Roads Organisation and Chairman of the RAHSTA Expo Committee, emphasised the need for stronger collaboration across the ecosystem, including policymakers, contractors, technology providers and financiers. He also called for addressing systemic issues within the sector and encouraged greater participation of women in infrastructure leadership.

The discussion also explored the evolving economics of road development. Phani Prasad Mandalaparthy, Associate Director, CRISIL Intelligence, noted that the slowdown in project awards reflects a shift towards higher-value logistics corridors rather than simple road widening projects. However, private participation through BOT and TOT models remains limited.

From the contractors’ perspective, Sudhir Hoshing, Whole-Time Director, Ceigall, said companies are becoming more selective in bidding, favouring projects with clearer payment mechanisms and efficient processes. While NHAI continues to offer greater operational clarity, states such as Uttar Pradesh and Bihar were cited as relatively supportive environments for project execution.

Durability and sustainability also emerged as key themes. Himanshu Agarwal, COO – Road & Infrastructure, Zydex Group India, highlighted the need to prioritise lifecycle performance and resilient pavements, while participants discussed the potential of alternative materials such as plastic waste, steel slag and industrial by-products in road construction.

Dr LR Manjunatha, Vice President, JSW Cement, emphasised that India has abundant fly ash, slag and other industrial materials that can improve durability and sustainability if integrated into specifications and policy frameworks.

Technology and equipment challenges were also discussed. Dr Lakshmana Rao Mantri, Dy General Manager, Afcons Infrastructure, highlighted the shortage of tunnel boring machines (TBMs), which is delaying several underground infrastructure projects. Participants agreed that developing domestic TBM manufacturing capabilities will be critical for future infrastructure expansion.

The future of concrete pavements was another area of discussion. Dr V Ramachandra, President, Indian Concrete Institute, stressed that the debate should focus on lifecycle performance rather than material choice alone, noting that evolving design standards are improving the feasibility of concrete roads.

Prof Dharamveer Singh of IIT Bombay added that while India has made significant progress in infrastructure development, stronger capacity building and better execution practices are essential to ensure consistent road quality.

The discussion also touched upon technology adoption in the sector. Rushabh Mamania, Partner & CBO, Roadvision, highlighted the growing role of AI in road infrastructure, noting that AI-driven monitoring systems are already being deployed across large stretches of national highways.

Overall, the roundtable underscored that the future of highway infrastructure will depend not only on the pace of construction but also on durability, safety, technology integration and sustainable materials. The discussions offered valuable insights that will help shape the agenda for RAHSTA 2026 and guide future collaboration within the industry.

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Economy & Market

CTS Roundtable Charts Tech-Led Roadmap for Construction

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CTS Roundtable Maps Technology Roadmap for Construction

Ahead of the Construction Technology Show (Con Tech Show) 2026, industry leaders, technology innovators and academia came together in Mumbai to deliberate on how digitalisation, automation and industrialised construction can reshape the sector. The discussion made one thing clear: construction can no longer afford to treat technology as optional.

Held on 12 March 2026 at Courtyard by Marriott, Mumbai, alongside the Infrastructure Today Airport Conclave, the CTS Roundtable served as a precursor to the Construction Technology Show 2026, scheduled for 19–20 August 2026 at NESCO, Mumbai.

A platform to move from discussion to deployment

Opening the session, Pratap Padode, Founder and Editor-in-Chief, ASAPP Info Global Group, said construction technology has long remained close to his heart, especially given the sector’s traditionally slow pace of technology adoption. He noted that over the years, the Construction Technology Summit had steadily built interest, and the next step was now to expand it into a larger, more meaningful platform that could bring together technology providers, users, startups and innovators under one roof.

Padode said the vision for CTS is not limited to software alone. The platform aims to embrace all forms of technology that can improve construction efficiency, quality and execution—from digital tools and project management systems to lean construction, off-site fabrication and startup-led innovation. He also highlighted plans to deepen startup participation and create space for young companies to showcase emerging construction solutions.

Industry at a turning point

Moderating the roundtable, Naushad Panjwani, Chairman, Mandarus Partners, set the context by pointing out that the global construction industry, despite being a multi-trillion-dollar sector, continues to lag in productivity. He noted that while manufacturing has consistently improved efficiency, construction has remained slow to modernise.

Referring to both global and Indian trends, Panjwani underlined that the industry is now at a decisive moment. India, he said, is entering a major build cycle, and delivering the next phase of infrastructure and real estate growth through traditional methods alone is no longer viable. The goal of the roundtable, therefore, was not to debate technology in isolation, but to identify the most critical conversations that would bridge the gap between innovation and implementation.

His central message was clear: CTS 2026 must be shaped around themes that make CEOs, CIOs and CTOs feel they cannot afford to miss the event.

From BIM to AI, data to governance

A major theme that emerged through the discussion was the need for better data, better visibility and better decision-making. Dr Venkata Santosh Kumar of IIT Bombay echoed this, saying that the underlying data infrastructure itself needs attention. Construction projects, particularly remote ones, often face issues around connectivity, data collection and data use. Without this foundation, more advanced technologies cannot deliver their full value.

Chandra Vasireddy, CEO & Co-founder, Inncircles, expanded the discussion to governance, arguing that technology must help connect the many moving parts of a construction business. For him, the real value of digital transformation lies in creating better governance, clearer visibility and stronger business outcomes.

Tejas Vara of Inncircles stressed the importance of timely site data for leadership teams, especially in large and remote projects where decisions on materials, machinery and manpower often get delayed because information does not reach headquarters in time.

The role of AI also featured prominently. Rushabh Mamania, Partner and CBO, Roadvision said that while AI and machine learning are now common terms, vision intelligence and language intelligence have still not deeply penetrated the construction sector. He emphasised that startups in India are building relevant AI-led solutions and are already attracting international interest, showing that innovation need not be imported—it can be built locally and scaled globally.

Industrialised construction gains ground

The roundtable also placed strong emphasis on industrialised construction methods. Kalyan Vaidyanathan, CTO – Construction & R&D, Tvasta, called for greater focus on off-site fabrication and the broader industrialisation of construction. Bhargav Jog, General Manager, Dextra, highlighted precast technology and alternative sustainable materials as areas with immediate relevance.

Several participants agreed that modular, precast and pre-engineered approaches are no longer niche ideas. They are increasingly becoming practical responses to the sector’s challenges around labour shortage, timelines, quality control and predictability.

Anup Mathew, Sr VP & Business Head, Godrej, argued that the industry needs a fully integrated approach—from design and procurement to execution and asset management. Unless these are connected, technology adoption will remain fragmented and sub-optimal. He pointed to pre-engineered and modular systems as examples of how industrial thinking can compress timelines, improve quality and reduce dependence on difficult on-site conditions.

Adoption remains the biggest hurdle

While there was broad agreement on the promise of technology, the discussion repeatedly returned to one fundamental challenge: adoption.

Abhishek Kumar, COO, LivSYT, observed that the market is crowded with solutions, but many buyers still struggle to evaluate which technology suits which use case. According to him, the industry needs clearer frameworks to help users select, compare and adopt solutions, rather than expecting a single platform to solve every problem.

Dr Tenepalli JaiSai, Associate Professor, School of Construction(SoC), NICMAR University, noted that isolated technologies will not solve the productivity problem by themselves. What is required is an integrated Construction 4.0 approach, where digital, physical and cyber-physical systems work together rather than in silos.

That concern around silos was reinforced by Subodh Dixit, former Director, Shapoorji Pallonji, who said the issue is not just that technologies are disconnected, but that stakeholders are as well. Clients, consultants, contractors and partners often operate with different priorities. Unless these silos are broken, technology will struggle to percolate across the full project value chain.

Harleen Oberoi, Project Management, Tata Realty shared a practical perspective from the client side, saying that successful BIM implementation requires investment across the ecosystem, not just within one organisation. Trade partners, vendors and other stakeholders must also be trained and aligned if the technology is to deliver its intended results.

Beyond buzzwords

A notable takeaway from the session was that the industry is moving past the phase of treating technology as a buzzword. Participants repeatedly stressed that the real question is not whether technology should be used, but where it creates measurable value and how that value can be scaled.

The conversation also expanded beyond mainstream themes to include repairs and rehabilitation, construction and demolition waste, sustainability, circular economy, green sourcing, carbon measurement, design interoperability, generative design, robotics, and the role of horticulture and greener built environments.

Setting the agenda for CTS 2026

By the close of the session, the roundtable had surfaced a strong set of themes for the upcoming show: BIM and digital twins, AI and data platforms, industrialised construction, startup innovation, governance-led technology adoption, robotics, sustainable materials, and integrated project delivery.

More importantly, the session established CTS 2026 as more than an exhibition. It is shaping up to be a serious industry platform where users, technology providers, researchers and policymakers can collectively define the future of construction.

As Padode noted in his closing remarks, the conversation will continue through further consultations and possibly webinars in the run-up to the show. If the roundtable is any indication, CTS 2026 will aim not merely to showcase technology, but to push the industry towards meaningful adoption at scale.

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