Practical examples - Trade & Industry

Improving efficiency in the process industry by loop control in order to:

1. improve quality and safety
2. reduce material-, production- and energy costs
3. debottleneck capacity and reduce throughput times

1) Objective of a chemical factory was to reduce flaring with 50%.

• Defining the point zero proved to be difficult: there was no visible flame, nor a flow meter. Using a methodical approach showed that flaring hardly happened during normal operation.

2) Objective of a chemical factory was to increase reliability of production.

• Using simple statistics and dynamic modelling proved that cooling water could function as well at 15 degrees °C lower temperatures. This resulted in energy reduction, less trips and quicker start up after show downs.

3) Objective of a chemical factory was to reduce energy costs, without investments, by 10%.

• Using the same approach the temperature of 3 ovens was reduced, without jeopardizing the output. Pay back times of 3 months were achieved.

4) 20% energy savings realized at a textile manufacturer.

• By reducing the openings of the ovens and heat conversion 20% energy has been saved with a payback time of less than years. Installation of a process control system and moisture meter is likely to result in further process control and optimization. See article Validatiemeting warmtevraagbeperking in de textielindustrie.

5) Improved quality control at a paper manufacturer.

• General processes control recommendentions included translation of objectives in KPI’s and KOP’s, as well as standardization of work methods through SOP’s and OCAP’s. 20% variation in steam usage can be explained by (undesirable) process variations (10-15%) and changes in outside temperatures (5-10%). For more information see article Operationele procesbeheersing papier en kartonindustrie.

6) Energy saving potential in the ceramic industry.

• Energy saving potential has been identified at two brick producers, being: 1) optimizing airflow in the oven (5%), 2) local heat recycling (10-20%), 3) isolation (5-10%) and 4) optimizing process loop controls (5-10%). For more info see article Warmtevraagbeperking in de keramische industrie.

7) Energy savings at a concrete manufacturer.

• Gas saving potential has been identified through process modeling and simulation. Main areas of improvement identified are: 1) improved raw material management (pre-drying), 2) introduction of a feed forward and feed backward loop control based on moisture meters before and after drying. For more info see article Energiebesparing in de cementindustrie.

Development of a waste management plan for a chemical multinational.
Environmental regulations stipulate such a plan every 4 years. In addition, industry has committed to reducing energy through the MEE/MJA Plans.
Data has been analysed; interviews and brainstorm sessions are held with internal experts. Based on the insights, a concrete plan has been developed, defining the companies starting point, improvement potential and (financial and technical) viability.

Production management in a textile factory. Span of control: 360 FTE.
Production was lacking behind market growth (15%) and resulted at the worst point in a delivery reliability of less than 10% …
By focussing on activities that mattered and ‘doing what we promised’ scale up was accelerated and delivery performance was significantly improved. The future was secured by creating a balance between short-term flexibility (flex workers, all rounders), investment (education and maintenance), cost control (due to productivity increase) and value creation (quality improvement, delivery performance).

Departmental management of a Japanese multinational of diesel motors.
The Supply department was adrift, because of lack of management for 2 years.
People development, professionalizing supply processes and strongly improved cooperation within the supply chain resulted in increased productivity, improved customer service levels and renewed ISO-accreditation.

Supply Chain consultancy for a global manufacturer of plastic hoses (with 9 factories worldwide, including China, Mexico and Eastern-Europe).
Need for strategic re-orientation, because customers were moving to low cost countries and raw material costs were fluctuating heavily.
By working closely together with Product Development (modular design), Sales (focus on profitable customers), Finance (transparency of cost prices and profit margins) and Production (managing complexity, introduction best practises), a solid basis was made for the Supply Chain to run efficiently.

Strategic re-orientation of a poorly performing paint factory.
Strong competition and an uncompetitive cost basis endangered the continuity of two major product lines.
Stringent cost control (of the product line operating in a declining market) and refocusing sales and R&D (on the product line operating in a growth market) recovered the unhealthy situation.

Introduction of a new procurement strategy of a chemical company.
The traditional procurement department suffered from high working pressure and insufficient focus.
By simplifying administrative processes, time was freed up to focus on cost and risk management. This included increasing supplier partnerships, - service levels and joint product development.

Positioning of a biologically degradable plastic.
A new Business Unit wanted to introduce her unique product effectively into the market.
Customer panels were used to test market and applications potential, communication and pricing. On this basis a focused market approach and promotion strategy were developed and executed.

Increase in effectiveness of the sales organisation of a packaging multinational.
A packaging multinational with over capacity needed help to accelerate their international business development.
An international project team was set up to create support. By analysing customer requirements and - profitability, the sales organisation could effectively develop its most attractive market (segment)s.

New product process development of a packaging multinational.
Lack of market lead product development endangered the companies’ market leadership
Market needs and business potential were researched. Based on the outcome of this research a new generation of industrial packaging was developed and introduced into the market.