QCC Young On Top For

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ICQCC 2015 Changwon, Korea
ICQCC 2015 - Changwon, Korea

Presentation title (Theme)
Improving the Performance of Plant 11 Citeureup
Factory
Sub-title (Initial Goals)
Increasing The Productivity of Finish Mill Process at
the Citeureup Plant11A, from the existing capacity

93% (168 ton/hour) to the 110% of optimum capacity
(198 ton/hour);
within 6
months improvement
period
Name of the circle
Name of Presenters
Company/organization
Country
Paper Title
Q C C YOUNG ON TOP
1.
Ricko Achmadi Putra
2.
Hari Winarsa
PT. Indocement Tunggal Prakarsa,Tbk

Indonesia
Increasing The Productivity of Finish Mill Process at the Citeureup Plant11A,

from the existing capacity 93% (168 ton/hour) to 110 % of the optimum capacity
(198 ton/hour); within 6 months improvement period
Name
Q C C YOUNG ON TOP
Job Title and Organization
Plant 11, PT. Indocement Tunggal Prakarsa Tbk., Citeureup Plant, West Java,
Indonesia
Contact e-mail address
johanes.januarh@indocement.co.id ; rommy.septiyandi@indocement.co.id ;
Ricko.putra@indocement.co.id ;
QCC Members
Johanes Januar, Ricko Achmadi, Rommy Septiandi, Hari Hermansyah, Difi Nuary,
Aas Sunandar
Paper Category
QC Circle/ Small Group Activities
Key Words
Finish Mill, Production Increase, Optimalization
Cost Saving
US$ $ 29.525.935.29 per-year
Abstract
PT. Indocement Citeureup , West Java, Indonesia is the big cement factory in single location, 10 plants, 14,4 million
tons capacity, has been ISO 14001 Certificate, which indicated the management commitment in managing impact of
cement manufacturing on the environment. The plant 11 is the biggest capacity with its great potential increase were
decided to various support aspect. The management decided to increase the production performance using various
engineer supports Plant 11 by Optimizing Finish Mill area, And QCC "Young On Top" team initiated the theme
Increase Finish Mill Production Capacity In Cement Production Process Finish Mill 11A.
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By PDCA-approach methodology, consist of :
1. Analyze the recent condition and future potential
2. Stratification the issue
3. Analyze and find root causes
4. Planning and actualization the innovation solution especially for :
A. Raw material process
B. Attractive main process
C. Up-graded the finish mill process
After measure and check the result QCC "Young On Top" has succeed to increase production line increase 42 ton/hr
( from168 ton/hour to 210 ton/hr). The innovation activities could be identified from various aspect such us :
- Dam Ring Reengineered
- Purging time system calculation modified
- New Installment of Bag filter membrane
- New Upgrade operation skill in finish-mill operator
There are 2 type of impact resulted :
1. Finish mill capacity increase to 210 ton per hour
2. Cost saving from this improvement about $ 29.525.935.29 per-year.
In order to defend that capacity, we implementation maintenance SOP. For next improvement, we would be take
theme about power consumption at finish mill area. To maintain our achievement, we established implemented the
SOP. The next step has to be done to evaluate the results and take necessary action plans

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Step 1: Determining Theme and Title (Initial Goals) Period WW III January until II February 2013
1.A. Determining the Theme
1.A.1 Identified the Priority Problem
The Management is constantly boost the improvement of QMS implementation, in order to achieve the
excellent process and best products, in accordance with customer requirement and satisfaction. This
Improvement Project based on the SWOT analysis as follow :
SWOT Analysis PT. Indocement Tunggal Prakarsa, Collected by Januar
According to the SWOT analysis, the Plant-11 Manager decided to execute the S-O Strategy as an
improvement project in his authority area, so he decided to build the QCC Young On Top as the project
executor.
QCC young on top had discussion to determine project to improve production plant P11. We collect
from manager report such as the key performance report yearly :
4

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Key Performance Indicator Evaluation Result and Absolute Target Score, Collected by Rommy
Target Score : 100

From key performance report and discussion with Mr Siswandi as Manager Plant 11, QCC young on top decide
to improve Productivity and efficiency esspecially on Capacity fulfillment rate, because this parameter shown
that actual capacity is the lowest performance and it has relation with S-O strategy so this parameter must be
improved. This is project one sheet that intended for QCC Young On Top :
Management Instruction with One Sheet Project from manager, Collected by Rommy

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1.A.2. Making Conclusion and Formulating the Theme
a)
From the SWOT Analysis, Plant Manager very concern about the S-O Strategy and would like to
make it became an improvement project
b)
On the other hand, the KPM evaluate result showing that performance of productivity and efficiency
should be improved
c)
Based on the above matters, the Plant-11 Manager decide to build the improvement team.
Then the theme of this project is :

" Improving the Performance of Plant 11 Citeureup Factory"
1.B. Determining the Title IInitial Goals)

1.B.1 Analyzing the Current Situation
Data Sheet : Capacity and Actual of Production Sections, Collected by Ricko
Data Sheet : Capacity and Actual of Production Finish Mill Units, Collected by Ricko
1.B.2 Making Conclusion and Deciding The Target (Initial Goals)
Observed the data of comparison between capacity and actual of

production section, we recognized that a biggest lack of capasity
was in the Finish Mill production Section
Looked at the comparison between Finish Mill units, we knew that

the Finish Mill 11-A has the biggest lack of capacity.

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Then the Team agreed to determine the Initial Goals that consist of : a
quantitave target of achievement and the estimated time of PDCA Cycle
time (step 1-5) as follow :
Increasing The Productivity of Finish Mill Process at the Citeureup
Plant11A,
110%
from the existing capacity 93% (168 ton/hour) to the
optimum
capacity
(198
ton/hour);
within
months
improvement period
Suggestion & Comment Plant Manager : Please do coordination with all parties, and take supervise
for instal on filed.

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Step 2 : Analyzing The Causes Periode WW III until IV February 2013
2.A The Identification of Root Causes

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2.B Deermining Hypothesised The Dominant Causes by Using Voting
No
Causes
JJ
RS
DN
RA
HH
AS
Total
Rankin
g
Finish
mill
personnel
rarely
26
10
Employees have not received
44
checked fluidized
2
training finish mill operations

3
Drying less than optimal
13
13
12
13
13
13
77
Liner chamber 1 is worn
51
Bag filter is not good condition
47
High Rainfall
11
12
there should be an alternative
13
laboratory material
8
No flow measurement points
29
There are blocking in ducting
21
11
32
12
11
11
12
12
12
70
10
10
10
10
11
11
62
11
12
13
11
10
10
67
outlet CKP
10
Need ball charge
11
Material bed is thin
12
Incorrect
installation
position
membranes
13
Not optimal Purging time
2.C. Conclusion
Based on Nominal Group Technique voting data above and by using the rule of
nominal group technique formula N (N>6) 7 root causes. The dominan
causes that will be tested at the next step are :
1. Dryer material less than optimal
2. Material bed is too thin
3. Not Optimal Purging time
4. Not Optimal installation for membranes position
5. First chamber is worn now
6. Bad Bag filter performance
7. Employees havent received Operation training
Step 3 : Examining and Verifying the Dominant Causes Periode WW I until
II March 2013
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3.A. The Hypothesis test of Dominant Causes
By using scatter diagram and the minimum coefficient correlation ( = 0.714), QCC
are able to prove the actual dominant causes.
3.A.1
To examine the domination of Dryer material less
than optimal
Indicator of XFactor
: Inlet temperature (C)
= 0.9835
Indicator of Y factor : Delta Pressure (mbar)
Description : the Rho value = 0.9835, its mean this
cause is proven dominant
3.A.2
0.9831 of Material bed is too

To examine the=domination
thin
Indicator of X Factor : Material CKP feeding (tph)
Indicator of Y factor : Material bed thickness (mm)
3.A.3
To examine the domination of Not Optimal Purging
time
Indicator of X Factor : Inlet pressure (bar)
= 0.8967
Indicator of Y factor : Delta Pressure (mbar)

cause is proven dominant.
3.A.4
To examine
the domination
= 0.8549
Installation Position Membrane
of
Incorrect
Indicator of X Factor : Broken membrane (pcs)

Indicator of Y factor : Delta pressure (mbar)
Description : the Rho value = 0.8549, its mean
this cause is proven dominant
10

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3.A.5
To examine the domination of Liner Chamber 1 I
worn
Indicator of X Factor : Liner Wearing Out (%)
= 0.9534
Indicator of Y factor : Cement Residu 45 (%)

3.A.6
To examine the domination of Bag Filter Is Not Good
Condition
Indicator of X Factor : Broken Bag (%)
= 0.9673
Indicator of Y factor : Dust Emission (mg/m3)

3.A.7
To examine the domination of Employees have not
received training finish mill operations
Indicator of X Factor : Frequency Trouble
= 0.9412
Indicator of Y factor : Corrective Troubleshooting

Afterisexamined
all of dominant causes, we know that all of 7 causes have strong relationship with the
cause
proven dominant
effect. It proved by the value of coefficient correlation () 0.714, as follow :
3.B. The Conclusion
11

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No
Dominant Causes
1 Drying less than optimal
0.9835
2 Material bed is thin
0.9831
3 Not optimal Purging time
0.8967
4 Incorrect installation position membranes
0.8597
5 Liner chamber 1 is worn
0.9534
6 Bag filter is not good condition
0.9673
7 Employees have not received training finish mill
0.9412
operations
Step 4: Planning and Implementing The Improvement Period Mach 2013 and Oct 2013
After examined
all5W2H
solution
from impact
and easy to fix, we decide to take rank 1 for the solution, as
4.A.
Innovation
Solutions
follows :
4.A.1 Solution Selection
No
Solution
1 Utilizing the hot air from ESP cooler

2 Installing horizotal dam ring
3 Adjusting the purging time base on delta preasure
bagfilter
4 Install membrane on top position
5 Replace first chamber liner
6 Replace Bagfilter with the new one
7 Conduct Training to the new operator employee
12

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4.A.2 Planning of Innovation Solution
Dominant Root Cause
1.
Drying less than optimal
Why
In order to decrease humidity material
What
Utilizing the hot air from ESP cooler
Where
Finish Mill 11A
When
April - July 2013
Who
Johanes Januar
How
1.
Project Study
2.
Project Implementation
3.
Trials
4.
Evaluation
100%, inlet temperature CKP dan tube mill 220 C
How Much (Target)

Dominant Root Cause
2.
Material bed is thin
Why
In order to keep material longer to grind in table
What
Installing horizotal dam ring
Where
Finish Mill 11A
When
July-13
Who
Hari hermansyah
How
1.
Project Study
2.
Project Implementation
3.
Trial
4.
Evaluation
How Much (Target)

Dominant Root Cause
100%, CKP bed Material in good form ( 20 mm)

3.
Not optimal Purging time
Why
Optimizing purging for bagfilter
What
Adjusting the purging time base on delta preasure bagfilter
Where
Finish Mill 11A
When
August 2013
Who
Ricko A.P.
How
1.
Check pressure purging
2.
Setting purging time
3.
Trials
4.
Evaluation
13

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How Much (Target)
Dominant Root Cause
100%, Delta pressure bag filter in good condition (160 mbar)

4.
Incorrect installation position membranes
Why
Agar membran bag filter memiliki life time yang panjang
What
Install membrane on Top position
Where
Finish Mill 11A
When
September 2013
Who
Aas Sunandar
How
1.
membrane condition check
2.
Melakukan perubahan posisi pemasangan membran
3.
Trials
4.
Evaluasi
How Much (Target)

Dominant Root Cause
100%, Damaged membranes decrease less than 5 in 1 month

5.
Liner chamber 1 is worn
Why
Optimization Grinding material
What
Replace liner first chamber
Where
Finish Mill 11A
When
Oktober 2013
Who
Hari Hermansyah
How
1.
Measuring thick liner
2.
Replace liner for first chamber
3.
Trials
4.
Evaluation
How Much (Target)

Dominant Root Cause
100%, Replaced liner first chamber

6.
Bag filter is not good condition
Why
In order to optimize separate material with air
What
Replace bagfilter with the new one
Where
Finish Mill 11A
When
November 2013
Who
Aas Sunandar
How
1.
Check condition of filter bag
2.
Replace filter bag
3.
Trial
4.
Evaluation
14

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How Much (Target)
Dominant Root Cause
100%, all filter bag replaced

7.
Employees have not received training finish mill operations
Why
Employees can do optimization production process
What
Conduct training to the new employee
Where
Finish Mill 11A
When
Oktober 2013
Who
Rommy S.
How
How Much (Target)
1.
Make employee list that need training
2.
arranging training schedule
3.
Training
4.
Evaluation
100%, All operator has good skill for operating Cement mill
After all of the dominant factors have been planned to be repaired, hopefully that the Finish mill 11 A
Production capacity can be increased to 198 ton per hour.
Suggestion & Comment Supervisor : Please do coordination with all parties, and take supervise
for install on field.
15

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4.B. Implementing of Solutions
DOMINANT
SOLUTION
SOLUTION
CAUSES
IDEAS
IMPLEMENTATION
Drying less
Utilize the
1. Project study
than optimal
hot gas from
2. Location survey
Cooler
3. Calculation for
Electrostatic
precipitator
EXECUTOR & DATE
MONITORING
& DECISON
April July 2013
hot gas utilization

4. Design building for
hot gas utilizing
Conclusion:
From
the
5. Install modification
above data shows that the
6. Comisioning all
inlet air temperature and
equipment
CKP mill has increased
7. Evaluation
from 27 C to 228 C with

a target of 225 C. The
decision was taken this
improvement
SUCCESSFUL.
Material
Make and
bed is thin
install the
horizontal
1.
2.
dam ring
Inspect and analyze
July 2013
problem
Rommy
Design additional
modification for
CKP table
3.
4.
5.
6.
Make horizontal
Conclusion: From the
dam ring
Install horizontal
bed material in the CKP has
damring in to CKP
increased from 12 mm to 20
Trial for No load
mm with a target of 20 mm.
and load codition
The decision was taken this
Evaluation
improvement
SUCCESSFUL
Not optimal set the time

Purging
Purging
time
based on
1.
Agustus 2013
bag filter puring
Ricko
2. Make purging
Delta
pressure
Check pressure for
maping
3.
Change parameter
(preasure, timing
Conclusion: From the
17

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4.
5.
and location)
Compare with delta
delta pressure decreased
preasure
from 200 mbar to 150
Trial another
mbar with a target of 155
combination (stop
mbar. The decision was
when get less delta
taken this improvement
preasure)
SUCCESSFUL.
6.
Fix it
7.
Evaluation
Incorrect
Mounting
1. Location Inspection
September 2013
installation
position of
2. Design modification
Hari
position
the
3. Install modification
membranes
membrane
to
from above
membranes position
correct
4. Evaluation
Conclusion:
From
the

bag
filter
membrane
damage decreased from 13

pcs to 4 pcs with a target of
5 pcs. The decision was
taken
this
improvement
SUCCESSFUL.
Bag filter is Replace

not
1.
good with a new
condition
filter bag
2.
Inspect and analyze
Oktober 2013
problem
Hari
Check all bag filter

on Cement mill 11A
3.
Replace brocken bag

filter with new one
Conclusion:
4.
Trial for No load
5.
Give additive for
defective filter bag has
bag filer to get more
decreased from 90% to
durable bag filter
0% with a target of 0%.
Evaluation
The decision was taken
6.
this
From
the
improvement
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SUCCESSFUL.
Liner
Replacing
chamber 1
the liner
is worn
chamber 1
1.
2.
Inspect and analyze
December 2013
problem
Rommy
Check First liner

chamber cement mill
3.
4.
5.
6.
Give sign for
Conclusion: From the data
brocken liner
above shows that the wear
Replace the brocken
liner chamber 1 decreased
liner (worn liner)
from 85% to 0% with a
Take final inpection
target of 0%. The decision
before test no load
was taken this improvement
After 2500 Hour
SUCCESSFUL
take inspect again

7.
Employees
have
not training to
received
employees
1. Make employee list

that need training
2. arranging
October 2013
Ricko
training
schedule
training
finish
Conduct
Evaluation
mill
operations
3. Training
4. Evaluation
Conclusion:
From
the

employees who received
training
have
increased
from 20% to 100% with a

target
of
100%.
The
decision was taken this

improvement
SUCCESSFUL
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Step 5: Evaluate The Result Period October - November 2013
5.A. Evaluate the Initial Goals Achievement
Condition
Period Data
Production Capacity
(Ton per Hour)
Before Improvement
Nov 2012 Dec 2013
168
After Improvement
Jan 2014 Feb 2014
210
5.B. Evaluate the Theme Achievement
Conclusion :
Based on the evaluation which was according to data and the graph, it could be concluded that the
result which was achieved by the improvement was appropriate with more than initial goal 210 Ton
per hour (116%).
5.C. Evaluate the Effects

Positive Impact:
1. Added value for the company on over the use of materials that exist in the community /
company
2 .Knowledge and experience for employee to do improvement was increasing
3. Team work between employee was increasing
4. The company gain more reliability for Running hour finish mill
5. Individual skill of QCC member was increasing
Efforts were made :

Socialization SOP to employees in all Department in Plan 6/11 and and all Employees are
given SOP for the operation of Finish Mill with new improvement
20

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Negative Impact:
1. The quality of the finish mill must be constantly monitored
2. Keep maintenance to the facilities being made in repairs.
Action to minimize negative impact :
1. Carry out sampling and quality control mill finish every hour.
2. Carry out routine maintenance
5.D. Evaluate the QCC Competence

The Development of each our member in making efforts to vitalization of workshop in continous improvement
activities, can be shown using radar chart as bellow:
21

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Conclusion :
Base on the data sheet and Radar Chart above QCC Performance Value (X : 2,20 ) and WorkPlace
Challenge (Y : 2,00), before improvement, in Rinda Window, it is located in Zona C (Work Performance
and PCDA activities were at average position)and after improvement of QCC Performance(X : 3,50) and
Workplace challenge (Y : 3,10) , it is located on zone B which mean that almost all of the work performance
were already good and it is achived by using PDCA activities.
Step 6: Making Re-Standarization Period January 2014

6.A. Standard of Procedure
6.A.1. Standard Procedure of Production Dept.
6.A.1.1 Procedure of Cement Mill 11A Operation
6.A.1.2 Procedure of Cleaning
6.A.1.3 Procedure of Pre grinding CKP Operation with Hot gas
6.A.1.4 Procedure of Inspection And Maintenance Hot gas
6.A.1.5 Procedure of Cleaning Coating at Suspension Preheater
6.A.1.6 Procedure of Used of Feldspar
6.A.2. Standard Procedure of Maintenance Dept.

6.A.2.1 Procedure of Inspection and Maintenance Cement Mill Main drive
6.A.2.2 Procedure of Inspection and maintenance Cement Pre grinding Mill
6.A.2.2 Procedure of Inspection and maintenance Hot Gas Damper
6.B. Standard of Result

After all of the procedures have been done consistently, then production capacity has the optimum value 210 Ton
per hour within 6 Month.
22

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6.C. The Superiority to Apply New Standard
1. Increase Finish Mill Production until optimum production
2.Operational system more stable
3.Employee work condition was not under pressure.
Step 7: Implementing the New Standard and Defining Next Project Period Feb 2014 Jul 2015
7.A. Monitoring The New Standard
Data Source : Schedule Maintenance
Data Period : Jan 2014 July 2015
Reported by
: Januar and Ricko
Unit
: No of problem
Schedule Maintenance and Inspection for Cement Mill
Schedule Maintenance and Inspection for Finish mill Section
23

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Monitoring Total Feeding Cement Mill P11 A (Actual Now)
Data Sheet : Cement Mill 11 A Feeding capacity
No
Condition
Period Data
No of Problems
Before Improvement
Jan 2014 - Apr 2014
168
After Improvement
May 2014 - Aug 2014
210
Replication 1st
Sep 2014 - Dec 2014
211
Replication 2nd
Jan 2015 - Apr 2015
211
Replication 3rd
May 2015 - Jul 2015
210
Conclusion: Based on improvement result monitoring can be seen that total feeding capacity
Finish mill 11 A in January 2014 until August 2015 period is consistent for 210 ton per hour. The
Consistency of the improvement result meet positive result.
24

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7.B. Socialization of New Condition in The Workplace
QCC has socialize the new condition in the workplacce with new standard to the all of the employee which has
relation work with Burning Area, Maintenance and company management. Conduct to Procedure document level
III (SOP) such as; SOP for operating finish mill for operator central control room, SOP for patroller to check
bagfilter condition.
Socialization and discussion Departement electric

in meeting rom on Week I December 2015
Socialization and OJT to All Plant 11 employee

in meeting rom on Week 2 December 2015
7C. Defining Next Project

7.C.1. Identified
After the last project, Manager decide to QCC young On Top for next project, He decide to
make process finish mill to be more efficiency. For the first step he tell us to look at Total
KWH for 2013 data and make it more efficiency
One Sheet Project
25

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Data Source
Data Period
: Online Production Report

Reported by : Januar
: September December 2013
Unit
: KWH / Ton
Power consumsion of finish mill production, that is accoring the data bellow:
Total Power Consumpt
Spesific Power
Consumpt
Total
Kwh/Ton
Finish Mill A
457.2
Finish Mill B
455.2
Theme statement
Based on the data sheet above, it is known that the power consumption of the finish mill 11A is still quite large
and could still dlakukan optimization. For that the next time we will continue before the improvement project,
"Lower Power Consumption Finish Mill Plant 11A".
26

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Program schedule & Superior Acknowledge :
One way to reduce energy consumption in mill finish is by lowering power

play drive by changing the type of lifting from clarifying liner to
classifying liner
27

QCC Young On Top For

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ICQCC 2015 Changwon, Korea

ICQCC 2015 - Changwon, Korea

Improving the Performance of Plant 11 Citeureup

Increasing The Productivity of Finish Mill Process at

the Citeureup Plant11A, from the existing capacity

Ricko Achmadi Putra

PT. Indocement Tunggal Prakarsa,Tbk

Increasing The Productivity of Finish Mill Process at the Citeureup Plant11A,

Job Title and Organization

Contact e-mail address

QC Circle/ Small Group Activities

Finish Mill, Production Increase, Optimalization

US$ $ 29.525.935.29 per-year

official contacts | icqcc2015@ksa.or.kr

ICQCC 2015 Changwon, Korea

official contacts | icqcc2015@ksa.or.kr

ICQCC 2015 Changwon, Korea

official contacts | icqcc2015@ksa.or.kr

ICQCC 2015 Changwon, Korea

SWOT Analysis PT. Indocement Tunggal Prakarsa, Collected by Januar

official contacts | icqcc2015@ksa.or.kr

ICQCC 2015 Changwon, Korea

Target Score : 100

official contacts | icqcc2015@ksa.or.kr

ICQCC 2015 Changwon, Korea

Then the theme of this project is :

1.B. Determining the Title IInitial Goals)

1.B.2 Making Conclusion and Deciding The Target (Initial Goals)

Observed the data of comparison between capacity and actual of

Looked at the comparison between Finish Mill units, we knew that

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ICQCC 2015 Changwon, Korea

from the existing capacity 93% (168 ton/hour) to the

official contacts | icqcc2015@ksa.or.kr

ICQCC 2015 Changwon, Korea

official contacts | icqcc2015@ksa.or.kr

ICQCC 2015 Changwon, Korea

Employees have not received

training finish mill operations

Drying less than optimal

Liner chamber 1 is worn

Bag filter is not good condition

there should be an alternative

No flow measurement points

There are blocking in ducting

Need ball charge

Material bed is thin

Not optimal Purging time

official contacts | icqcc2015@ksa.or.kr

ICQCC 2015 Changwon, Korea

0.9831 of Material bed is too

Indicator of Y factor : Delta Pressure (mbar)

Indicator of X Factor : Broken membrane (pcs)

official contacts | icqcc2015@ksa.or.kr

ICQCC 2015 Changwon, Korea

Indicator of Y factor : Cement Residu 45 (%)

Indicator of Y factor : Dust Emission (mg/m3)

Indicator of Y factor : Corrective Troubleshooting

official contacts | icqcc2015@ksa.or.kr

ICQCC 2015 Changwon, Korea

1 Drying less than optimal

2 Material bed is thin