ps-1 report

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1 | Harnessing Creativity and Implanting Innovation in a Power Plant

A REPORT

ON

HARNESSING CREATIVITY AND

IMPLANTING INNOVATION IN A POWER

PLANT

BY

D SATYA SAI HARSHA 2011B3A3430H

AT

VADINAR POWER COMPANY LIMITED (ESSAR POWER),

JAMNAGAR,

A PRACTICE SCHOOL STATION OF

BIRLA INSTITUTE OF TECHNOLOGY AND SCIENCE,

PILANI

(JULY, 2013)

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A REPORT

ON

HARNESSING CREATIVITY AND

IMPLANTING INNOVATION IN A POWER

PLANT

BY

D SATYA SAI HARSHA 2011B3A3430H

PREPARED IN PARTIAL FULFILLMENT OF THE

PRACTICE SCHOOL-1 COURSE NO.

BITS C221/BITSC231/BITS C241/BITS GC221/BITS GC231

AT

VADINAR POWER COMPANY LIMITED (ESSAR POWER),

JAMNAGAR,

A PRACTICE SCHOOL STATION OF


PILANI

(JULY, 2013)

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PILANI (RAJASTHAN),

PRACTICE SCHOOL DIVISION

STATION: VADINAR POWER COMPANY LIMITED (ESSAR POWER)

CENTER: Jamnagar

DURATION : From: 22ND

May 2013 To: 13TH

July 2013

TITLE OF THE PROJECT : Harnessing Creativity and Implanting Innovation in a

Power Plant.

ID No. Name of the Student Discipline

2011B3A3430H D SATYA SAI HARSHA M.Sc (Hons.) Economics

B.E (Hons.) EEE

NAME OF EXPERT: Mr. Snehal Pandya DESIGNATION: Joint General Manager

NAME OF PS FACULTY: Dr. Trilok Mathur

KEYWORDS: Innovation, Creativity, Boilers.

PROJECT AREA(S): Mechanical, Human Resource

ABSTRACT:

This report aims at giving basic understanding of how the processes of

innovation and creativity are an integral necessity of an organization. It also

explains how various structural variables and factors affect the aforementioned

processes.

Further, a detailed study on all innovations, changes and modifications that

took place at Phase-II (325 MW Plant) of Vadinar Power Company Limited (A

Captive Power Plant of Essar Oil, Jamnagar) is done.

Signature of the Student: Signature of PS Faculty:

Date: Date:

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ACKNOWLEDGEMENT

This report is a collective effort of many individuals and my gratitude to all of them

cannot be conveyed in a few sentences.

Firstly, I would like to thank Mr K.B. Makadia for his crucial role in development of

Practice School-1 program and also for presenting us an opportunity to work on a project at

Vadinar Power Company Limited.

I am hugely indebted to Mr Snehal Pandya, my mentor, and Mr. Sandeep Patel for

guiding me through this wonderful project and clearing my apprehensions and conceptual

roadblocks on the way to successfully completing this project.

I take this opportunity to thank Mr Indranil Ghosh and his team, for providing us with

professional training on the basic features and components of a Power Plant.

I also thank the Practice School Division for presenting us with such an opportunity to

gain professional work exposure. Special Thanks to Mr Trilok Mathur for being a constant

guide throughout this program.

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TABLE OF CONTENTS

TITLE PAGE ....................................................................................................................................................... 1

COVER PAGE .................................................................................................................................................... 2

ABSTRACT ........................................................................................................................................................ 3

ACKNOWLEDGMENT ........................................................................................................................................ 4

TABLE OF CONTENTS ........................................................................................................................................ 5

HARNESSING CREATIVITY AND IMPLANTING INNOVATION ............................................................................. 6

CREATIVITY......................................................................................................................................... 7

SUPPORTIVE AND OBSTRUCTIVE FEATURES FOR HARNESSING CREATIVITY............................ 9

INNOVATION.................................................................................................................................... 10

INNNOVATION WITHIN THE ORGANIZATION....................................................................... 10

INNOVATIONS AND MODIFICATIONS DONE AT VADINAR POWER COMPANY LIMITED ................................. 11

AN OVERVIEW OF VADINAR POWER COMPANY LIMITED................................................................... 12

CASE ANALYSIS OF VARIOUS INNOVATIONS AND MODIFICATIONS AT VPCL....................................... 14

CASE NUMBER 1.................................................................................................................. 16

CASE NUMBER 2.................................................................................................................. 16

CASE NUMBER 3.................................................................................................................. 16

CASE NUMBER 4.................................................................................................................. 16

CASE NUMBER 5.................................................................................................................. 16

CASE NUMBER 6.................................................................................................................. 16

CASE NUMBER 7.................................................................................................................. 16

CASE NUMBER 8.................................................................................................................. 16

CASE NUMBER 9.................................................................................................................. 16

CASE NUMBER 10................................................................................................................ 16

CASE NUMBER 11................................................................................................................ 16

CASE NUMBER 12................................................................................................................ 16

CASE NUMBER 13................................................................................................................ 16

CASE NUMBER 14................................................................................................................ 16

CASE NUMBER 15................................................................................................................ 16

CASE NUMBER 16................................................................................................................ 16

CASE NUMBER 17................................................................................................................ 16

CASE NUMBER 18................................................................................................................ 16

CASE NUMBER 19................................................................................................................ 16

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TABLE OF CONTENTS

CASE NUMBER 20................................................................................................................ 16

REFERENCES ................................................................................................................................................... 16

GLOSSARY ...................................................................................................................................................... 16

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Creativity

Numerous commentators have argued that enhancing the creative performance of an

organisations employees is essential to it achieving competitive advantage. When employeesperform creatively they suggest novel and useful products, ideas or procedures that provide

an organisation with important material for subsequent development and possible

implementation.

The Work Foundation sees significant benefits to be gained, both directly and

indirectly, by encouraging creativity in any organisation. New ideas, for example, can benefit

the organisation directly by leading to process improvements or into business areas that are

more profitable or cost effective.

An organisation may benefit indirectly from viewing feedback from the frontline as a

valuable source of ideas about what is happening, and what may be changing, in the

marketplace. Specific success indicators of initiatives, such as the number of staff suggestions

that have been put forward and implemented, may be used to evaluate that particular scheme

in the organisation.

However, a lack of suggestions could actually be linked to many factors, such as the

companys history of consultation, its acceptance of upward feedback or the level of trust

amongst staff. Wider indicators, such as employee perceptions of communication and culture,

are, therefore, important in any assessment of whether initiatives may succeed or fail.

Some of the environmental features of organisations that support or obstruct creativity

in the organisation will be explored further

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Supportive and obstructive features for harnessing creativi ty

Creativity literature has revealed that there are several key indicators that can be

audited to establish how an organisation can improve its potential both for creative activityand for the sharing of ideas. These are explored, in brief, in this section, and include:

Leadership and Strategic fit

Motivation and Reward

Organisational Design

Knowledge and Information Management

Capability

LEADERSHIP AND STRATEGIC FIT

One of the key features of an organisation successfully harnessing creativity is a clear

leadership strategy. Clear communication of the organisations mission and business goals is

essential if employees are to have an understanding of their role and engender ideas that fitor to explore customer generated ideas further with them.

Where the direction is not clear, organisations may receive a high proportion of

inappropriate ideas. An effective communication strategy here involves ensuring

understanding of organisational goals, building general business knowledge, celebrating

creativity and recognising successes.

Supportive leadership behaviour involves senior managers showing demonstrable

commitment to ideas, while supportive managers promote and reward innovation, and

empower their teams.

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MOTIVATION AND REWARD

In addition to a vision, leaders must offer staff an environment that is conducive to

building their commitment to working towards the organisations long term goals.

This includes giving staff time and space to be creative. Such an environment relies

on organisational commitment to positive industrial relations and on smart incentive and

appraisal systems that accurately reflect the desired behaviour.

The design of reward systems must, therefore, be carefully considered so as not to

encourage behaviour damaging to a creative environment.

An organisation needs to reward front line staff to demonstrate that it values their

particular relationship with the customer and their understanding of how products and

services are experienced. These staff should, therefore, have an incentive to be on the alert

for changes in buying behaviour or for customer concerns.

Reward systems that focus, for example, on achieving bottom line benefits, or are

individually focused, can thwart creativity and limit idea-generating discussions between

staff. Rewards only motivate behaviour if the rewards are valued, if they are closely linked to

successful performance and if employees believe that they are able to perform successfully.

Different types of professional groups value, and are motivated by, different rewards

or recognition. For example, some knowledge workers may value increased status or

recognition more than financial gain, while younger workers may want work style or

lifestyle benefits rather than increased remuneration.

If there is no incentive to devise and discuss new ideas, such activity will be perceived

as time wasted and inevitably, all staff time will be devoted to achieving those performance

targets that are rewarded or recognised.

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ORGANIZATIONAL DESIGN

There is no specific organisational structure identified as being creative, and this is

unlikely to happen as organisational structures work best when they support the

organisations business strategy. That said, an inappropriate organisational structure could act

as a barrier to creativity, especially if it is bureaucratic and inflexible.

Structural change, include outsourcing, corporate restructuring, and making the firm

lean and mean, can also have a negative impact on the creativity process. Employee

experience of poorly communicated and managed change can result in fear and uncertainty.

The design of individual roles within the organisations overall structure should

provide challenge, stimulation, a level of freedom, an opportunity to exercise discretion, to

take initiative on a day-to-day basis, and to define elements of the role independently.

Complex roles and lateral career paths both feature in creative organisations. Team

building and team review activities should be in place to enable effective working and

communication within teams. Communication flow between teams can be encouraged

through various mechanisms such as cross functional team working, where virtual teams can

meet together.

Additionally, physical space can be designed to encourage group debate, though, for

example, the creation of a place where individuals can elaborate on and test new ideas with

peers before taking action. This can include open plan offices or relaxed areas away from the

main office where small groups can discuss ideas together.

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KNOWLEDGE AND INFORMATION MANAGEMENT

Information systems should be in place that allows employees to store and share

information and knowledge. This way, an individual may find creative solutions to a problem

by looking at what is happening elsewhere in the organisation. They can also build on the

current intellectual capital and add to it by offering different perspectives.

Additionally, information systems should allow the company to be look beyond the

boundaries of the organisation, accessing and storing market intelligence and by establishing

a formal future watching process. Potential opportunities or problems needing suitable

solutions can then be identifiable.

An important barrier to creativity is idea ownership. One problem with idea

ownership is that staff can be less inclined to be creative if they are suspicious that their ideas

will be stolen by the company and they will receive no credit or reward, whilst conversely,

the employer is concerned that the employee will leave with their ideas

CAPABILITY

Its vital that organisations do all they can to have the right people in the right places.

This means starting with the right recruitment strategy, and hiring people with the potential

for creativity. It is a misconception to believe that training can make people more creative,

the organisation is better to recruit the right people with the right capability.

Often people enter the workplace untrained to think laterally or search for alternative

approaches to issues, and need to be encouraged to develop these skills. Support and

encouragement may be provided through, for example, personal development plans,

coaching, mentoring, learning groups, peer coaching or through the creation of other

opportunities for sharing of learning. Opportunities for networking and sharing knowledge

and ideas both internally and, as appropriate, externally, should be maximised by, for

example, building communities of practice.

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Innovation

Many managers state that generating ideas isnt the problem, what actually poses the

main dilemma is translating those ideas into relevant business solutions, i.e. implantinginnovation in their organisation.

Prioritisation of investment for innovation requires central coordination and a good

understanding of the whole business direction. Where the innovation involves market

products, the pressure for innovation to be fast, good quality and low risk means that

organisations need to be careful when selecting which ideas they are going to pursue, as they

may need to invest significantly in development and testing.

To manage risk and uncertainty, some leaders have had to look to alternative

strategies, including pursuing licensing, joint ventures, strategic alliances or outsourcing, in

order to gain the innovations that they require and, as this business-to-business interaction is

growing, the speed, cost and quality of innovation in the external market are often better than

can be guaranteed in-house.

The open market can offer a lower risk strategy and a faster pace of innovation than

an in-house process. This is especially so for those organisations which are not currently very

innovative, where the option of buying innovative solutions when needed (rather than

investing in high risk in-house projects) is attractive. Of course, this demand for innovation

from the open market means that those organisations that pursue innovation as a core

competency or market product can make big financial gains from the solutions market. For

example, IBM and Disney make billions of dollars from selling innovation to other

companies.

It appears, therefore, that business success is not necessarily determined by how

innovation wealthy an organisation is. Instead, what is important is the organisations

ability to identify what innovation is needed and where it is able to purchase this

innovation in the most cost-effective way.

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I nnovation within the Organisation (I n-house)

It is found that most of the factors pertinent to employee-led creativity also apply to

in-house innovation. However, a few alternative or additional processes should be considered

to support innovation in the organisation.

ADDITIONAL SUPPORTIVE AND OBSTRUCTIVE FEATURES

Constant liaison between the design (creative) and development (innovative)

functions and the front line is important, especially to ensure staff buy in to the

development process. Therefore good knowledge and information processes are needed to

support the link between the creative and innovative sections of the organisation.

Where there is a lack of shared knowledge, or where information processes actually

prevent information from being shared, an organisations innovation potential can be

restricted -resulting in limited or poor quality, innovation outputs that are not suitable for

certain needs.

Responsibility for decision-making and accountability for innovation need to be

placed high in the organisation, and senior managers must be prepared to provide resources

and ratify appropriate structures, whilst employee capability within the organisation must be

flexible and arranged to be adaptable to react quickly to new market conditions and customer

needs.

Decision-making criteria for selecting the innovation projects to be pursued should be

market-driven, and directed at the present rather than the future. These should also start

small, specific, simple and focused, while at the same time building on existing

organisational strengths. Identifying the necessary employee skills required, scoping likely

timescales, and costing an innovation project to be produced in-house are all processes that

are plagued with difficulty.

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WORK PROCESSES

Project structures, rather than functional ones, are more likely to foster innovation.

Whilst innovation in some places may be organised as a separate process in the organisation,

or conducted by a specific department, there needs to be a joined-up approach across the

whole organisation. Integration between different disciplines is therefore vital, with a

strongly team-focused approach.

Innovation activities also need to be fully integrated into policies and practices. At the

same time, flexibility needs to be applied in rules and guidelines. Once an innovation project

is at the stage of further exploration and investment, systematic analysis and review should be

planned repeatedly into the project process.

A number of hard strategies need to be in place to provide structure and rigorous

thinking. Repeated evaluation means time and money can be spent efficiently. End user needs

are most likely to be met where processes are in place to gather, and listen to, customer

inputs. The processes in place need to be sensitive to, and flexible around, the speed of

change in the market.

BENEFITS AND WEAKNESSES OF INNOVATION WITHIN THE ORGANISATION

In-house innovation means that those who have ideas in the organisation can have

input into the development of their ideas. Where activities are in-house, there is less need for

broader strategic involvement and coordination. Innovation can occur at a local level.

Research suggests that where rigorous and staged processes are introduced, hard benefits

result.

However, one of the main stumbling blocks for organisations building an in-house

innovation capability is that there are commonly too few processes to support staff and

resourcing. Building the right culture can also be very difficult. Speed can also be an issue:

market changes can render knowledge and understanding of whats needed and how to do it

obsolete as fast as such knowledge and understanding can be mastered.

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INNOVATIONS AND MODIFICATIONS

DONE AT

VADINAR POWER COMPANY LIMITED

An Overview of Vadinar Power Company Limited:

Vadinar Power Company Ltd is a captive power plant of Essar Oil Ltd at Jamnagar,

Gujarat. Recently VPCL has commissioned its coal based thermal power plant with

pulverized coal fired boilers and extraction cum condensing turbines. VPCL is also unique

because its the only power plant in the entire world to use all three types of firing in the

same power plant.

Collaborations with renowned foreign companies like Siemens Bruno, Yokogawa,

Mitsubishi etc. ensure that VPCL uses the state-of-the-art technology for power production.

Initially, VPCL was a 77MW oil fired plant catering to the steam and power needs of

the refinery. This plant could also be run on gas in case of an emergency situation in the oil

fired boiler or the oil fuel lines. The plant has 2 Turbines of 38.5MW capacity which provide

power and 3 boilers of 175TPH capacity for providing steam. These boilers are horizontallyfired boilers and use natural circulation providing latent heat. The commonly used fuels are

Light Diesel Oil (LDO), Heavy Furnace Oil (HFO).

As the need rose, VPCL was expanded to phase-1 (Gas-fired) and consecutively to

phase-2 (solid-fired). Phase-1 is a Gas Turbo Generator, which uses fuel like Natural Gas,

Naphtha etc. These GTGs work on the principle of Brayton cycle. The main purpose of

phase-1 is to switch load immediately without any time lag, in case of any tripping in other

plants. This plant has 2 GTG of 110MW capacity and 2 Heat Recovery Steam Generator of

315TPH capacity.

The plant was further expanded to a larger capacity plant, the Phase-2. Phase-2 is coal

cum oil fired plant. During start-up oil is used and coal is used after the plant becomes stable.

This plant is the current supplier to the refinery. The load goes onto the GTG in case of any

tripping in this plant. This plant has 2 STG of 110MW capacity and 1 STG of 92.8MW

capacity which function on the steam produced from 3 Boilers of 715TPH capacity. The

boilers are horizontal fired boilers and use assisted circulation owing to their higher capacity.

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Another reason for switching to phase-2 was the rising price of Natural Gas.

Production using coal was approximately twice as cheap as producing using Gas. But the

start-up time for coal based plants are high, so the GTGs have been kept under shutdown but

have not been replaced. The phase-1 plant is not meant for continuous running but for smooth

transition of load from phase-2 to base plant when the phase-2 plant trips.

The start-up time of a GTG is only 15 seconds but running costs are high. So the plant

is run until the base plant comes into operation. In case of failure of all three, power is drawn

from the grid until either of the plant goes into running. This kind of fuel flexibility is also

unique to VPCL. Another advantage of the base plant is that it can run on refinery oil, which

is a by-product of refinery. This also proves advantageous as the running costs are low when

refinery oil is used, but efficiency is low.

Case Analysis of Various Innovations and Modifications at VPCL:

Since the inception of Phase-II at Vadinar Power Company Limited, the plant has

faced many technical roadblocks in its pursuit of maintaining consistency. To address these

issues, many creative ideas were put forward and corresponding modifications and

innovations have been done.

The Case Analysis of such innovations and modifications done at Phase-II of VPCL is

given below.

The analysis includes:

Identification of the Problem

Introduction to the Problem and its Consequences

The modifications or changes implemented to solve the problem

Current status of the problem in-analysis.

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CASE NUMBER 1:

Problem I dent i f i cat ion:

BED ash hopper level, furnace flame and bottom un-burnt ash inspection was notpossible.

I ntr oduction to th e Pr oblem and i ts Consequences

Bottom ash is part of the non-combustible residue of combustion in a furnace.

In an

industrial context, it usually refers to coal combustion. When pulverized coal is burned in a

dry bottom boiler, approximately 80 per cent of the unburned material is captured from the

chimney as fly ash. The remaining 20 per cent is bottom ash, which is collected in a water-

filled hopper at the bottom of the furnace. In wet bottom boilers, bottom ash is kept in a

molten state and collected when it flows into the ash hopper below. The water in the ash

hopper immediately fractures the molten material into crystallized pellets. Hence inspection

of bottom ash is quite important.

Solu ti on Done / Acti ons Taken

Peep Holes were arranged on both RHS and LHS of the boiler at 9 metre elevation, hence

making it easy for Inspection and taking further course actions.

Cur r ent Status

Peep Holes have been installed in both the boilers; this has led to an easy and safe monitoring

of BED ash hopper level and also the furnace flame.

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CASE NUMBER 2:


Only Economiser filling was not possible after identifying economiser tube leakage.

Note: Economiser filling starts after boiler water wall fill up to 38 meters.


The economiser is a heat exchanger through which the feed-water is pumped. The

feed-water thus arrives in the boiler at a higher temperature than would be the case if no

economiser was fitted. Less energy is then required to raise the steam.

But, during start-up feed water starts filling the boiler from below. Hence, it would

take very long time for feed-water to reach the Economizer. There was no provision given to

test Economiser leakage, when the plant was running.


A separate line was erected from boiler filling header into the Economiser through its

drain.

Cur r ent Status

New lines were erected in both the boilers. During economiser tube leakage, onlyEconomizer filling is now possible in order to identify them.

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CASE NUMBER 3:


There was no tapping point given to perform Boiler Hydro Static test in the initialscheme.


In a large Thermal Power Plant there are about Ten Thousand tons of steel tubes, pipes,

drums and other vessels that contain the high pressure steam. More than Sixty Thousand weld

joints make the Boiler an integrated vessel to produce steam. Design calculations,

metallurgical inspections and manufacturing inspections assure the integrity of every part and

every weld joint. Hydrostatic Testis the last of the test to ensure completion, compliance

and safety before the boiler produces steam.

The test consists of filling the Boiler with water and pressurizing the water to at least one

and half times the maximum operating pressure for a short time. Every part is subject to more

than the maximum stress it will normally encounter. This is an endurance test; any weak link

fails during the test.


A permanent arrangement was made, in order to execute a Hydrostatic Test. A

tapping was taken from the valve of Intermittent Blow Down line.

Cur r ent Status

Without much modification, hydro-pump can now be used to execute Boiler

Hydrostatic Test during the annual shut down.

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CASE NUMBER 4:


The Platen Super heater in Boiler No. 4 was failing repeatedly.


The Platen Super-heater is located just above the combustion zone at the top of the

furnace. Mainly it receives radiant heat from the furnace and the steam is further superheated.

There are hanging panels arranged in rows across the width of the furnace. Each panel is

connected with its own small inlet and outlet headers, which are in turn is connected to big

and long common headers, on both inlet and outlet sides.

Initially some metal coins were left inside the super-heater, which were left inside the

super-heater during erection. The presence the coins causes steam to accumulate at certain

points, thereby causing cavitation.


After studying the foreign materials found in the Platen Super Heater Inlet header and

the Primary Outlet and Secondary inlet header. All headers were inspected and foreign

materials were removed.

Cur r ent Status

Boiler is now running without super-heater tube failure.

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CASE NUMBER 5:


Unsafe operation approaches used for operating Mill Service Water line (Fogging andSwirling).


Pulveriser mills are cleaned during the Annual shut down. Firstly inert cleaning is

done to remove fumes and poisonous gases by using steam. After this water is pumped

through the Mill Service Water Line, which is used to clean the un-burnt coal and other

debris.


The mill service water line was modified and re-routed. The valve location was also

shifted to ground floor for easy, fast and safe operation.

Cur r ent Status

The valve operation is now done safely and also at a quicker pace.

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CASE NUMBER 6:


Regular fires noticed in Mills air duct bellow.


The presence of combustible materials in the pulveriser is usually the largest

contributor to pulveriser fires. In most cases, pulveriser fires begin in the under bowl area of

the pulveriser that is a very hot environment with an abundance of air. Accumulations of

debris or coal anywhere in the pulveriser will increase the chance of a mill fire.

The pyrite removal chute should be inspected often to ensure rejected material isremoved from the under bowl area. Stoppage of pyrite chute flow can cause debris and-or

coal to back-up into the primary air ducting.


The location of mills air ducting valve wasshifted from shut off damper i.e. bellow

out inlet to mill inlet duct. This is done so that coal dust and water do not accumulate on

millsinlet bellow.

Cur r ent Status

After relocation of air-ducting valve, bellow fires have been stopped.

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CASE NUMBER 7:


Regular fires noticed in Mills air duct bellow.


The presence of combustible materials in the pulveriser is usually the largest

contributor to pulveriser fires. In most cases, pulveriser fires begin in the under bowl area of

the pulveriser that is a very hot environment with an abundance of air. Accumulations of

debris or coal anywhere in the pulveriser will increase the chance of a mill fire.

The pyrite removal chute should be inspected often to ensure rejected material is

removed from the under bowl area. Stoppage of pyrite chute flow can cause debris and-or

coal to back-up into the primary air ducting.


Special coverage was procured and installed within the bellow. This is done to reduce

the accumulations of debris or coal on the bellow, thus avoiding fires with the bellow

Cur r ent Status

After relocation of air-ducting valve, bellow fires have been stopped.

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CASE NUMBER 8:


There was a leakage in yoke seal bellow of Mill 1C.


A bellow is a device constructed to furnish a strong blast of air. It has many

applications, in particular blowing on a fire to supply it with air.

Yoke seal bellow is used to protect the mill gear box by acting as a shock absorber. It

also gives allowance for mill expansion and contraction caused by fluctuations in

temperature.


The bellow leakage was rectified by applying special tools and ideas.

Cur r ent Status

Without much availability of material, mill bellow is repaired and mill is kept in

service.

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CASE NUMBER 10:


There was no spare pump available for lube oil pump during its failure in Mill B of

Boiler no. 4.


The liquid lubricant is used to cool the system by being constantly circulated to and

from a cooler part of the system.

Lube oil pumping applications demand a pump that provides reliability and extended

service life with a minimum of maintenance. The typical Lube Oil pump must also be capable

of operation over a wide range of temperature and liquid viscosity conditions.


A spare lube oil pump from Boiler no. 5 was retro fitted at Mill B of Boiler no. 4. This

pump was henceforth used as a back-up.

Cur r ent Status

A spare pump is available in case of emergency. The mill has been continuously

available for operation.

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CASE NUMBER 11:


There were abnormal sounds from Rotatory Air Pre-Heater and both the drives were

shifted outside.


The Rotating air pre heater consists of a central rotating-plate element installed within

a casing that is divided into two (bi-sectortype), three (tri-sectortype) or four (quad-

sectortype) sectors containing seals around the element. The seals allow the element to rotate

through all the sectors, but keep gas leakage between sectors to a minimum while providingseparate gas air and flue gas paths through each sector.


After inspection it was found that one of the sector joints was found open. The same

was repaired as per procedure. In both the boilers each and every joint of all the Rotatory Air

Pre Heaters were inspected and defects in the joints were repaired as per procedure.

Cur r ent Status

All the Rotatory Air Pre-Heaters are working in good condition.

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CASE NUMBER 12:


While in operation, the man-hole was inaccessible as it was not being fully opened

due to its interference with the platform beam.


Manholes are an oval access door into the boiler shell, used for maintenance and

cleaning. Manholes are sealed with a removable door from the inside. As they are oval, this

door may be turned and lifted out through the hole. Doors are clamped in place from the

outside with one or two bridge clamps spanning the hole and tightened down with a nut on astud.


Platform beam was shifted so that man-hole could be opened fully and is accessible

while the boiler is running.

Cur r ent Status

An activity such as bottom ash hopper chock-age removal / trimming is now possiblewithout stoppage, even while the plant is running.

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CASE NUMBER 13:


There was no coal sampling arrangement given at coal feeder. Pipe is made up of SS.

Any hot work would have resulted in longer downtime and coal ignition because of heat.


Sampling of coal is an important part of the process control. Continuous measurement

of ash, moisture, kCal (BTU), Sulphur Fe, Ca, Na, and other element constituents of the coal

are to be reported.


Without any hot work or any extra opening made into SS pipe, special arrangement

for coal sampling with valve fitted into coal feeder through MOV pocking window.

Cur r ent Status

Coal sampling is now possible without any hot work or extra opening in SS coal pipe.

Samples can be obtained whenever required.

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CASE NUMBER 14:


There was space constraint for the soot blower station and also spillage of condensate

from the station.


Soot is impure carbon particles resulting from the incomplete combustion

of hydrocarbons.

A soot blower is a system for removing the soot that is deposited on the furnace tubes

of a boiler during combustion. Steam is normally used as a medium for blowing away the

soot since capital cost of steam pressure reducing equipment and drain is less than the cost

of compressors, motors and control of air systems.


Soot blower drain station is shifted to 4 metres elevation from ground floor and extra

condensate is now diverted to IBD tank.

Cur r ent Status

The problem of space constraint is now solved. Ground floor is now clean and better

looking. Condensate spillage problem solved.

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CASE NUMBER 15:


There was space constrained at 8 metres elevation on both LHS and RHS of boiler

during sky climber erection, dismantling, storage and chock-ages cleaning in bed ash hopper.


Preparation and assembly of sky climbers is required for the purpose of inspection or

repair of boiler pressure parts. Sufficient and skilled workers are deployed for erection and

safe operation making of Sky climber. Bottom ash is kept in a molten state and collected

when it flows into the ash hopper below. The water in the ash hopper immediately fracturesthe molten material into crystallized pellets. Hence inspection of bottom ash is quite

important.


A new platform installed and modified at 8 meters elevation on both LHS and RHS.

There are also interconnecting platforms installed between LHS and RHS.

Cur r ent Status

Easy shifting and storage of sky climbers is possible well advance so as to save

shutdown time. Bed ash hopper chock-age removal is now easily possible. Movement from

LHS to RHS is possible, without the usage of staircase.

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CASE NUMBER 16:


Boiler Drum, Boiler and second pass expansion scales were difficult to read.


The boiler expands and contracts with heating and cooling. Hence, expansion joints

are built into the refractory to allow for the thermal expansion and contraction. Expansion

scales are used to measure the magnitude of expansion.


All expansion scale were modified and installed at an easily approachable location.

Cur r ent Status

It is now possible to read all expansion scales are being read easily and with safer

approach.

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CASE NUMBER 17:


Bend erosion on both front and rear sides of economiser


Water is supplied at the inlet manifold of Economiser, which after passing through the

tubes, goes into the Economiser outlet manifold. In the process water picks up heat from the

flue gas. Hot water then goes into the steam drum.

Erosion caused near the pipe bends in the economiser is termed as Bend Erosion.

Erosion of tubes by localised high flue gas velocity.


Crimped wire mesh was installed on both front and rear sides of economizer to

prevent erosion at bend. This doesnt allow localisation of high temperature flue gas. Thus,

greatly reducing the chances of bend erosion.

Cur r ent Status

This has reduced the chances of economiser bend erosion to a large extent.

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CASE NUMBER 18:


Shear pin in all the Multi Louver Dampers used to get sheared, also damper flap used

to dislodge from the shaft


Multi Louver Damper is a damper, having multiple blades which are mechanically

linked so that they open or close simultaneously.

A shear pin is a safety device designed to shear in the case of a mechanical overload,

preventing other, more-expensive parts from being damaged. As a mechanical sacrificial part


All the MLD shafts to spigot. Shaft and flap welded and locked from both inside and

outside.

Cur r ent Status

Damper passing and flap dislodge problem is now solved and it is now fullyoperational.

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CASE NUMBER 19:


Discharge bellow leakages found in Primary Air fan 1B.


A bellow is a device constructed to furnish a strong blast of air. It has many

applications, in particular blowing on a fire to supply it with air.


It was not possible to patch the bellow from outside with any type of solution because

of special bellow material, hence patching was done inside by using extra joint sheet to arrest

leakages.

Cur r ent Status

Leakages are henceforth arrested and the PA fan is working in a satisfactory

condition.

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CASE NUMBER 20:


Air-line connecting the view glass of the coal feeder was purging.


Coal dust is generally accumulated over the view glass. Hence air-line is used to clear

this accumulated coal-dust.


The purging air-line of the coal feeder view glass rubber hose was replaced with SS

flexible hose and a quick coupler was also provided for easy opening and closing of door.

Cur r ent Status

Air-line hose need not be replaced every time and is consistently available.

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CONCLUSION

With stakeholder expectations and environmental factors changing fast, ideas for

adaptation and advantage are invaluable to organisations. Stakeholders are now multiplying

in number, and the demands that they place on an organisation may range from keeping up

with the needs of talented staff, and offering customers more choice and better service, to

boosting the bottom line for shareholders. At the same time, companies are also being placed

under greater pressure by numerous external changes in an increasingly competitive

marketplace, as is very well reported in business management discourse.

The need for Harnessing Creativity and Implanting Innovation at work-places is

now higher than ever. Respondents now see innovation as increasingly important to the future

of their companies, and that a growing number of organisations identify it as their most

dominant business strategy.

Vadinar Power Company Limited has done a brilliant job, in being able to implant in-

house innovations. The employees here have addressed various issues and identified solutions

to many problems, sometimes during erection of the plant itself. They have successfullymanaged to channel creative ideas into useful outcomes. Hence being able to nurture and

stimulate creative thoughts and innovation.

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Glossary

Blow-down: Periodic venting of water from the boiler. This water contains the most

concentrated precursors for sludge build-up, so by venting it whilst still dissolved, the build-up is reduced. When early marine boilers were fed with salt water, they would be blown-

down several times an hour.

Cladding: The layer of insulation and outer wrapping around a boiler shell, particularly that

of a steam locomotive. In early practice this was usually wooden strips held by brass bands.

Later and modern practice is to use asbestos insulation matting (or other, less hazardous,

fibres) covered with rolled steel sheets. The outer shape of the cladding is often a

simplification of the underlying boiler shell.

Damper: An adjustable flap controlling the air admitted beneaththe fire-bed.

Down-comer: Large external pipes in many water-tube boilers, carrying unheated cold water

from the steam drum down to the water drum as part of the circulation path.

Hand-hole: A small manhole, too small for access but useful for inspection and washingout the boiler.

Manhole: An oval access door into the boiler shell, used for maintenance and cleaning.

Manholes are sealed with a removable door from the inside.

Scale: Dissolved minerals from hard water that precipitate out in the steam space around

the water-level.

Steam drum: A cylindrical vessel mounted at a high point of a water-tube boiler, where dry

steam may separate above the water level, so that it may be drawn off without risk

of priming.

Water-wall: A furnace or other wall within a boiler enclosure that is composed of numerous

closely set water-tubes.

ps-1 report

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