Special Award for TPM Achievement

India

Jindal Steel & PowerTRB Iron Ore Mines, Tensa

1. Organization Profile:Jindal Steel and Power (JSP) is one of India’s leading business houses, with a significant presence insteel, mining, power and infrastructure. With business operations spanning across India, Africa, andAustralia, JSP has firmly established itself as a global player in its chosen industries.
MISSION
Building Nations,
Empowering Communities
VISIONAn ever-flourishing company focused onnation building, value creation andsustainable development.
VALUES• Extreme Ownership• Better Than Before• Respect for People• Sustainability

Under the visionary leadership of Mr Naveen Jindal, JSP has achieved remarkable growth. Currently,
the company offers a product portfolio that caters to markets across the entire steel value chain andcontributes to realising the vision of Make in India. The organisation’s focus on innovation, enhancing
capabilities and enriching lives continue to propel its growth and commitment towards building a selfreliant nation.
Jindal Steel and Power's (JSP) operations across steel, mining and power are seamlessly integrated,spanning from its own iron ore mines to the production of finished steel products. This holistic
approach enhances JSP's value proposition, allowing it to meet the dynamic requirements of variousindustries, both in India and globally.
Jindal Steel & Power (JSP) is a leading player in the steel industry, renowned for its robust steelbusiness. With cutting-edge manufacturing facilities, JSP offers a wide range of customised andstandardised high-quality steel products from its integrated steel plants in India. The company serves
various sectors with its diverse product portfolio, including infrastructure, construction and automotive,establishing a formidable presence for JSP in both domestic and international markets across 36+
countries.
Jindal Steel & Power (JSP) has a robust mining capacity that exceeds 33 MTPA, dedicated to coal andiron ore extraction. These resources are strategically positioned, both within India and internationally,
boosting the company's self-sufficiency. This strategic approach has significantly reduced JSP'sreliance on external suppliers, yielding remarkable reductions in costs and enhancing operationalefficiencies.
Jindal Steel & Power (JSP) maintains a total Captive Power Plant (CPP) capacity of 1,634 MW,
distributed between its Raigarh and Angul facilities. JSP is actively expanding its power portfolio byacquiring an under-construction power plant in Angul, which will contribute an additional 1,050 MW
capacity in the near future.

Special Award for TPM Achievement

India

Jindal Steel & PowerTRB Iron Ore Mines, Tensa

Plant at Tensa Location:
Jindal Steel & Power (JSP) – T.R.B. Iron Ore Mines is situated at Tensa valley in district of Sundargarh,
Odisha. Operational since 1990 equipped with fully mechanised techniques, JSP’s Tensa iron ore Mine
currently produces about 3.11 MTPA of iron ore. This partially fulfils the company’s requirement ofiron ore for producing sponge iron. The Mining commenced in the year 1990 and the mining lease isvalid up to year 2035.
The unit comprises of Heavy Earth Moving Equipment and Crushing & Screening Plant to provide
raw material to Steel Plant & Pellet Plant. The Mine has a dry crushing and screening plant.
The Iron Ore from Mines of size less than 800 mm are fed into Primary Crusher through hopper &further goes to Secondary Cone Crusher conveying, Screening & Separation takes place at different
stages & the Final products are:(10-40) mm{Used in Blast Furnace(60 to 62% Fe)}

(5-20) mm{Used in DRI Plant(58 to 60% Fe)}

Fines (-5mm){Used in Sinter Plant &Pellet Plant (60 to 62% Fe)}2. Milestone on the Journey of Manufacturing Excellence:
TRB Iron Ore Mines has adopted TPM as a tool to achieve Business Excellence for fulfilling ourcompany vision & mission. Accordingly, Total productive maintenance (TPM) is the process of using
machines, equipment, employees and supporting processes to maintain and improve the integrity ofproduction and the quality of systems. Improvement OME through TPM is often done by forming
small, multidisciplinary teams to address core areas such as preventive and autonomous maintenance,
training employees who operate machinery, and the security and standardization of work processes.
Total productive maintenance focuses on the efficient and effective use of the means of production,
meaning all departments should be involved. These small teams work together to increase productivityand decrease downtime through equipment reliability.
We started our TPM journey with 5 Pillars i.e. Jishu Hozen, Kobestu Kaizen, Planned Maintenance,Education Training & Safety Health Environment and subsequently after getting Award for TPM
Excellence, Category B. We have activated other 3 Pillars i.e. OTPM, QM & DM Pillar in Excellencein Consistent TPM Commitment Award & In Level - 3, many of our Major equipment has been shiftedto other mines, so we have merged AM & PM Pillars as Autonomous Planned Maintenance(APM), Pillar & also added Sustainability as new Pillar to serve the surrounding society &community in line with corporate vision and all our activities are carried out through these 9 Pillars.
After adopting TPM as a tool the major initiatives has been introduced.

Special Award for TPM Achievement

India

Jindal Steel & PowerTRB Iron Ore Mines, Tensa

 Maximize profitability by Cash Score Concept through KK Pillar Approach.
 Enhancement of EBITDA through continuous development of more High Appealing CustomizedProducts
 Resource Enhancement by Extension of Common boundary working with adjacent mines &dewatering project.
 Process wise loss identification & elimination by adopting Kobestu Kaizen methodology byusing tools like Advance Why-Why Analysis, Bottleneck analysis, SMED etc.
 Customer complains elimination through Quality maintenance approach.
 People development by Conducting a skills gap analysis, Planning up job shadowing events,Mentorship programs, Up skilling or reskilling programs, Knowledge sharing activities & Online
learning courses etc. by Long Term human resource development programme.
 Reduction of downtime, breakdown & outsourcing job by required Skill & Training Implementation of E-Compliance portal (JINSAFE,SORA & Complinity) for compliance ofstatutory obligation
 Corrective maintenance of the machines by increasing the operational conditions, safety,maintainability, reliability and quality of repair by PM Methodology
 Automation & Digitization of Logistic Process Reduction of Truck turns around time through Makigami Analysis.
 Developed equipment competent operator and role sharing has been enhanced between operator& mechanic Achievement of Dispatch Target by reducing Inbound & Out bound Truck turnaround Time.
 Study of Safety Sensitivity Index & Health Wellness Index by SHE Pillar Approach Setting development and design goals, Reliability & Ease of production through DM approach.
 Reject to resource theme is taken for selling of reject materials.
3. Benefits Achieved
Perfect production’ with zero breakdowns, zero defects and zero harm may seem like a dream. But theTotal Productive Maintenance (TPM) approach is bringing manufacturers closer to making this areality. We reviewed in detail understanding of TPM in right spirit & practicing in day-to-day basis
over years has brought significant changes in work culture system orientation, analytical approach &flexibility.
 Improving teamwork among the entire organization members – top management to the front line.
 Making machines function with high reliability and consistent performance.
 Improving machine availability through reduction of down time and elimination of major losses
which are defined elaborately according to TPM definitions.
 Increased morale of the team members or front line members
 Empowering and formally authorizing operators through TPM training and support to own andtake pride in maintaining their own machines/ Equipment.
 Imparting training for self-development
 Future leaders identified through Leadership development programme
4. TPM Award Assessment Achievement Sheet

Special Award for TPM Achievement

India

Jindal Steel & PowerTRB Iron Ore Mines, Tensa

Company

Jindal Steel & Power

Plant name

TRB Iron Ore Mines, Tensa

TPM
Slogan/Objectives
Year when TPM
activity started
Year ofbenchmarking

Category

TPM - Innovation beyond Experience2014 - 15
BM - 1 : 2014-15, BM - 2 : 2017-18,BM - 3 : 2019-20

Index(Calculation Formula)CDD

Number of work-related
accidents requiring days
off work
Number of work-related
accidents not requiringdays off work
Productivity for mainproducts
OEE(or Overall PlantEfficiency)
Availability
Performance Rate
Quality Products Rate
Number of breakdowns
MTBFMTTR
Number of customer
complaints
In-line defect rate, scrap
and rework
Cost index
Production Lead time
Delivery performanceS

Safety index

M

Number of Employee
Suggestions

SSPPPPPPPPQQ

Unit

Kick off/TPM
Started (or lasttime awarded)
FY 2019-20

ActualStatus
FY 2023 24 Upto
Dec-23Target
FY 2023 24

Cases/ year000

Cases/ year

000Parts/Operator
hours

355372

380%

83.8

92.54

90%%%
Breakdowns/ year
Hour
Hour

92
92
950542.3
3.18

98
98
99
0914.25
1.6

97
97
98
0900
2.50

Number/year

000%

50.3

1

Cost/MT (₹)
Days%
Accidents per
1,000,000 operator
hours

460
10100

374
6
100

425
6
100

000

Number/year

850

780

1000

Special Award for TPM Achievement

India

Jindal Steel & PowerTRB Iron Ore Mines, Tensa<Specify achievements not expressible in numerical terms>
1. Do you have a program where all employees can participate in TPM?
 Yes, we have TPM Circles, TPM Steering Committee, TPM Pillar and Sub-committees involving
all employees.
 Additionally there are TPM promotion events e.g. Theme based month celebration, Theme Based
Kaizen Competition, TPM Quiz and Caricature Competition etc.
 There is a separate time during working hours earmarked for routine autonomous maintenanceactivities.
2.

Do you have a program allowing employees to be recognized their achievements?
 Yes, we have suggestion scheme, where top suggestions are recognized every month in the Plant
communication meeting.
 In plant communication meeting we rewarded Employee of the Month, Half Yearly and Yearly arealso recognized.
 We have also introduced Spot recognition scheme where employees are recognized by their Headof the department immediately.
 We have kaizen events where top management recognizes the best teams.

3.

Are top management involved in the audit/verification of completion of TPM pillar
steps?
 Yes, TPM Chairman & Pillar Chairman himself conducts level-5 Jishu Hozen audit.
 TPM Steering Committee conducts Pillar Activities review regularly at Gemba

Other

4. Are all pillar activity boards displayed and reviewed by top management?
 Yes, Plant Level Pillar Activity Boards are displayed at TPM Gallery.
 These boards are reviewed by TPM Steering Committee & Top Management periodically.
5. Key of our Manufacturing Excellence
Excellence is a continuous journey and we recognized that to realise our Vision, Mission Value, we
had to rely upon a global best practice which has helped many big names in industry. We found TPM
adopted by many multinationals and therefore we too embraced to achieve excellence in every sphereof our Operations TPM emphasises loss detection loss elimination. Although we have 8 pillars underTPM, we recognized a gap in terms of grating these pillars. To bridge this gap we thought of bringing
together all these pillars under one umbrella called Collaboration Pillar. This collaborative effort had
subtle elements such high impact, moderate impact and low impact programs. All the kaizens
associated also linked under these heads which got integrated under Collaboration Pillar.
This energised all the pillars to lift the efficiency level to the next stage, wherein the benefits had amultiplier effect as against stand-alone pillar benefits. This not only had a positive impact at Gemba
and work group but also impressed the Assessors to appreciate the efforts taken towards building aculture of excellence. To prepare for intense competition in mining across the globe, TPM was used
as a key management tool to improve overall performances of the organization. The ultimate goal isto sustain the competitiveness and business performances in fast-paced and highly competitive
business circumstances.
TPM activity is the key success of management tool in our manufacturing excellence programme thatwill assist us to continue this journey and achieve even greater success in the future.
6. Contact person name, telephone, facsimile, email, URL, Postal address

Special Award for TPM Achievement
Jindal Steel & PowerTRB Iron Ore Mines, Tensa

CORPORATE OFFICE
Jindal Centre 12,
Bhikaiji Cama Place,
New Delhi - 110 066, INDIA
Tel: 91 11 26188340-50
E-MAIL: info@jindalsteel.com
TRB Iron Ore Mines,P.O. Tensa, Dist. Sundergarh
Odisha - 770 042, India
Tel: +91 6625236023/24
Fax: +91 6625236022
Website: https://www.jindalsteelpower.com/India