MRM pg 1-5.pdf - Mabati Rolling Mills

Cleaner Production Initiatives at
Mabati Rolling Mills Ltd
By Francis Muthama
Cleaner production is a preventive
environmental management strategy
that focuses on products, processes
and services. Cleaner Production aims to
reduce waste generation at source leading to
economic savings as well as protection of the
environment. Its techniques of application can
be broadly classified as waste minimization at
source, on-site recovery and reuse, recycling,
good house keeping, energy efficiency, risk
management, equipment modification,
input substitution, better process control,
technology change, product modification and
responsible corporate management.
Cleaner Production describes a preventive
approach to environmental management.
It is called a “win–win” strategy, because it
protects the environment, the consumer
and the workers while at the same time
improving industrial efficiency, profitability
and competitiveness. It focuses on processes,
productivity and services.
Reduce the consumption of raw materials
and energy
Eliminate as far as possible the use of toxic
and dangerous materials
Reduce at source the quantity and toxicity
of all emissions and waste generated and
released
Principles of Cleaner Production
Prevention: Preventing as much as possible
the generation of waste at source
Source reduction: Waste is reduced at
every process stage or service step
Raw material optimization: Conserving
raw materials and switching to renewable
resources
Substituting toxic inputs with less toxic
ones
To recover, recycle and re-use of byproducts
and waste
Reducing environmental, health and safety
impacts
MRM production processes aim for:
1. Waste Management and control Systems
Energy Conservation: An energy audit is
performed identifying areas where there
are high power consumption and giving
solutions on minimizing losses.
Key performance Indicators: the company
has formulated objectives and targets
for minimizing waste, reducing resources
depletion.
Methodology or a procedure for identifying
areas of inefficient use of resources and
poor management of waste: This is done
through internal audits, Systems audits and
Monitoring of consumables.
Material Balance: this helps to explain
unaccounted raw materials that end up as
waste and the yield.
Housekeeping: Implementation of Kaizen
Tools such as 5K’s help control wastes and
keeps the plant neat and tidy
2. Process Performance, Monitoring and
control
Equipment performance: measured and
monitored via the overall equipment
efficiency analysis which takes into account
the performance factor, availability & quality
factors.
Machine down time: Logged and analyzed
with reasons.
Rejections and Rework: Minimal rejections
and rework is generated.
Process Monitoring: Automation &
computerization of the Plants, Calibration of
measuring equipment / instruments, planned
maintenance and in-house Laboratory
analysis.
3. Systems to improve services
Maintenance: Autonomous Maintenance, And
Periodic maintenance schedule is followed.
Cross Functional Teams: These are groups
working as a team on any areas of improvement
i.e. different experts from different departments
coming together to brainstorm on a common
problems in TQM projects, Gemba – Kaizen
projects / interventions ISO 14001 continual
improvement programs.
Computerized systems of data acquisition,
storage and reporting: These include
Production Management System (PMS) and
Coil tracking software (Access)
4. Fire, Health and Safety
Fire
A general fire fighting procedure is
available throughout the factory. However
at departmental levels, detailed fire control
procedures specific to the particular type of
fire are available.
Health
There is periodic medical examination incase
of workplace sickness. Occupational Health
and Safety procedure is followed.
Safety
Workers are provided with personal protective
equipment which are relevant to their areas of
operation.
Issuance and compliance of use of Personal
Protective Equipment is at 100%.
First aiders have been trained and
allocated to cover 24 hours plant operation.
Well stocked first aid kits have been placed at
strategic areas in the plant
5. Environmental Practices
1. Environmental Impact Assessments before
commencing any new project
2. Corporate Reporting
IFC reports and NEMA environmental
assessments (self audits)
3. Measuring and Monitoring
4. Continual Improvement Programmes
These are done as Gemba Kaizen
Interventions and Continual Improvements
under ISO 14001
6. Innovation
Recover, recycle and re-use wastes
Product water from the reverse osmosis
plant is used as boiler feed water. This
water is recovered as condensate and
used as Rinse water and Scrubber water at
the Pickling Line. This water is collected as
rinse water for use in the Acid Regeneration
process to Produce Regenerated Acid.
Reject water from the reverse osmosis
plant is collected and used in toilets and
cooling water for mechanical seals of
pumps at Pickling and Acid Regeneration
Plants. This cooling water is collected
treated at the Pickling line ETP and used
as water for flushing in Toilets.
Recovered water from the Sewerage
treatment plant is recycled for use in toilets
within the factory and at the technical
school.
Treated Water from the CRM effluent
treatment plant is used for Agriculture
within the plant.
Rain water is Harvested and stored in
ponds. This water is utilized as process
water.
Hydrochloric acid is recovered from used
waste acid form the pickling line through
the process of regeneration and re-used in
the Pickling Process.
Waste Minimization at Source
This done through continual improvement
programmes , raw material substitution and
use of better technologies.
Awards won
Occupational Health and Safety Award
CP Innovation Award
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M A B A T I N E W S