1

1

1• Overview of Jubilant Bhartia Group

2• Overview of Jubilant Industries Ltd.

ContentsContents

2

3• Overview of Jubilant Gajraula

4• Case Study

Jubilant Bhartia Group - SnapshotJubilant Bhartia Group - Snapshot

Pharma &Life Sciences

Integrated pharma & lifesciences player providing products and services to global life sciences companies

Revenues FY2010:

Leading player in Agri and Performance Polymers sectors

Revenue FY 2010:US $ 90 Mn(R 4 200 M )

Food

Jubilant FoodWorks- a master franchise of Dominos Pizza in India, Sri Lanka, Bangladesh and Nepal

Portfolio of 10 blocks in India and 1 block in Australia and 3 in Yemen

Producing Asset –Kharsang

AerospaceExclusive representative for sales & marketing of Bell Helicopters and represents other international aerospace companies.

Agri & Performance Polymers Food & Retail Oil & Gas Services

3

Jubilant Bhartia Group : Valued over US$ 3BnEmploys 20,000 people across the globe with 1400 in North America

• Jubilant Bhartia Foundation, a not for profit organisation is a social arm of Jubilant Bhartia Group • The foundation is engaged in community development work focusing on primary education, basic healthcare,

skill development through vocational training for youth & women• Aims at long term sustainable social intervention by empowering communities through 4P model (Public-

Private-People-Partnership)

Revenues FY2010: US $ 723 Mn(Rs. 33,620 Mn)

(Rs. 4,200 Mn)Revenues: FY 2010: US$ 91 Mn (Rs. 4,239 Mn)

Retail

Jubilant Retail business with 4 hypermarket cum malls in Bangalore, India

Jubilant MotorWorks – sales and service of Audi make cars in Karnataka and Tamil Nadu

Development Asset - KG block

Oil & Gas ServicesConsultant to Transocean-offshore drilling company, for Marketing, Technical, Commercial, Legal and Operational areas.

Manning and Marketing services for Tidewater Marine International etc

Our Vision, Promise & ValuesOur Vision, Promise & Values

Our Values

Jubilant Bhartia Group - Global PresenceJubilant Bhartia Group - Global Presence

Present in India, North America, Europe and ChinaInternational sales in more than 65 countries

Employs over 5700 people including 1200+ in R&D and over1400+ in North America

Roorkee, UttarakhandUKMHRA approved facility for generics

Roorkee, UttarakhandUKMHRA approved facility for generics

Noida, Uttar PradeshCorporate Office &R&D Centres

Noida, Uttar PradeshCorporate Office &R&D Centres

Kirkland, Quebec, CanadaUSFDA approved facility for contract manufacturing of Sterile injectables & Non Sterile products and RadioPharma

Kirkland, Quebec, CanadaUSFDA approved facility for contract manufacturing of Sterile injectables & Non Sterile products and RadioPharma

Spokane, Washington, USAUSFDA approved facility for contract manufacturing of Sterile injectables & Non Sterile products and Allergenic Extracts

Spokane, Washington, USAUSFDA approved facility for contract manufacturing of Sterile injectables & Non Sterile products and Allergenic Extracts

Merelbeke BelgiumRegulatory & Generic MarketingMerelbeke BelgiumRegulatory & Generic Marketing

Shanghai, ChinaMarketing OfficeShanghai, ChinaMarketing Office

Corporate Office and R&D Centres in Noida, IndiaDiscovery Centre in Bangalore, India7 manufacturing facilities in India and 3 in North America

Dussseldorf, GermanyJubilant Clinsys, Europe officeDussseldorf, GermanyJubilant Clinsys, Europe office

5

Gajraula, Uttar PradeshLargest integrated pyridine & its derivatives facility in the world

Gajraula, Uttar PradeshLargest integrated pyridine & its derivatives facility in the world

Ambarnath, MaharashtraExclusive Synthesis - Pyridine derivatives

Ambarnath, MaharashtraExclusive Synthesis - Pyridine derivatives

Bangalore, KarnatakaState-of-art Discovery CentreBangalore, KarnatakaState-of-art Discovery Centre

Samlaya, GujaratAnimal Nutrition ProductsSamlaya, GujaratAnimal Nutrition Products

Nira, MaharashtraLife Sciences ChemicalsNira, MaharashtraLife Sciences Chemicals

Bharuch, GujaratSEZ for Vitamins and Life Science derivatives

Bharuch, GujaratSEZ for Vitamins and Life Science derivatives

Nanjangud, KarnatakaUSFDA, AFSSAPS & PDMA approval API manufacturing facility

Nanjangud, KarnatakaUSFDA, AFSSAPS & PDMA approval API manufacturing facility

Salisbury, Maryland, USAUSFDA approved facility for generics

Salisbury, Maryland, USAUSFDA approved facility for generics

Bedminster, New Jersey, USAClinical Research CentreJubilant Life Sciences -Marketing Office

Bedminster, New Jersey, USAClinical Research CentreJubilant Life Sciences -Marketing Office

Corporate Office

Branch Offices

Manufacturing FacilitiesR&D Facilities

Indian SubsidiariesInternational Subsidiaries

PuneHyderabad

Chennai

Lucknow

Note: This illustration is not exhaustive. This illustration is not to scale

Jubilant Industries – OverviewJubilant Industries – Overview

• Amongst Top 3 brands in India for Single Super Phosphate

fertilizer and a significant agro nutrient player.

• No.1 in India and globally No. 2 for PVA in solid form for chewing

gum base .

6

• No.1 in India and amongst the top 3 players globally for Vinyl

Pyridine Latex for automobile tyres and conveyor belt.

• Consumer brand “Jivanjor” is the 2nd largest brand in India in

consumer adhesives and a significant player in the Indian wood

finishes market.

• Major player in the industrial adhesives market in India catering

to PSA, packaging, lamination and other specialized applications

Pioneer Company of Agriand Performance

Polymers business

2

04-05

08-09

SCOR

07-08

05-06

06-07

WCM

A team of 30 Black Belts and 5 Master Black Belts facilitates the process of continuous improvement across the organization.

Business Excellence Journey @ JubilantBusiness Excellence Journey @ Jubilant

5S/Six Sigma

04-05

TPM

08-09

07-08

Proj. Mgmt(EPM)

05-06

06-07

Lean(Integration

of Lean and SS)

Business Excellence @ JubilantBusiness Excellence @ Jubilant

Norm reduction/yield improvement

Min 44 Cr FY projects with 88

Cr annualize bucket

Cost reduction and process improvement projects through

lean six sigma across JLS and JILREVENUE GROWTH STRATEGY COST EFFECTIVENESS STRATEGY

Financial Perspective

Customer P ti

Process Optimization with optimize Capex

Deliver on-time, high quality, services & solutions

New product / New by product

launch

Enhance Customer

Satisfaction

Capacity improvement by

BCT/line balancing

Strategy Map – BE Technical ProjectsStrategy Map – BE Technical Projects

Human Capital Information CapitalOrganization

Capital+ +

Internal Perspective

Perspective

Learning & Growth

New products to increase

market presence

More capacity to cater

market demand

Best quality products

Cost Effective

•Technical and Operation Assessment & Improvement Skills

•Talent acquit ion succession & retention plan

•Knowledge management•Simulation software • Training on chemical engg concepts

•Effective Executive Communication Channels•Mandate for innovation

Process improvement projects Innovation DFSS

• project identification for norm reduction, yield Improvement, OPE Improvement, capacity expansion

• Collaboration with out side agencies for innovation project

• Innovation projects for new product introduction

• Projects at supplier end on profit sharing basis

• .

• Implementation of DFSS rigor

• Partnering with R&D and Projects for toll gate review and finding the projects

Project Management• Establish Project Management

& Review Process

Jubilant Industries Ltd., GajraulaJubilant Industries Ltd., Gajraula

Polymer ProductsPolymer Products

1. Vamipol – 15 Special

2. Vamipol – 17 Special

3. Vamipol – 30 Special

Plant Area : 19.7 AcresEmployees : 169 Nos.Site Turnover : Rs 237 Crore

Key Statistics

Product DetailsProduct Details

Solid Poly Vinyl Acetate-- is the major raw material for making gum basefor Chewing Gum and bubble gum.

Conventional Thinking:-

) Ch i G i d t f t

Catalystn CH2=CH-OCOCH3 + Solvent = -------(CH2=CH-OCOCH3)n--------

Vinyl Acetate PVA

a) Chewing Gum is a product for youngstersb) To chew gum in public is criticizedc) Gum residues pollute the environment

Modern Thinking:-

a) To chew gum is funb) Chewing gum contributes to dental carec) Chewing gum regulates the pH-values

Business need for improvementBusiness need for improvement

Chewing gum is fastest growing segment in confectionery industry & growing at a rate of 4-5 %, globally Asian,and under development countries growth is estimated to be 9-10%. New modern thinking has madechewing gum a “Vehicle” to improve nutrition and health despite being a fun product. Today chewinggum has taken an important role of mouth fresheners due to its unique properties of holding flavorsfor a quite long duration.

Business Challenge is to growing demand within optimum cost as majority of market is governed by unorganized local players.

Challenge was to sustain quality

leadership position within optimum

cost levels.

Improvement Journey started

4672

5098

5692

9000

10008

0

2000

4000

6000

8000

10000

12000

2008-09 2009-10 2010-11 2011-12 2012-13

Improvement Accomplished

3

Business need for improvementBusiness need for improvement

21659

4000

3400700

17151250

804 4735

PVA Consumption By Customers

Wrigley

Cadbury

Gumbase

Lotte

Gumlink

Understanding Market Potential Understanding Competition

38%4%

6%

12%

Wac ker

V inavil

J ubilant

Dow

Wu Xi

11015

4000 Gumlink

Chinese

Turkish

Eurobase

Others 12%18%

10%Wu Xi

NuG el

Others

Vision is to be the market leader in next 2 years of time by improving Quality, Cost and DeliveryEfficiencies with Innovation & Pride

SPVA – Process Flow SPVA – Process Flow

Hammer Mill 1

ReactorReactorReactor

Polymerization

Vessel

Rotoformer

GALA

Packing

Stripping & WashingVessel VesselVessel

ATFE

5.6 days 6.06 days, 11.92 days 2.32 days 45.02 lacs 48.24 lacs94.82 lacs 18.5 lacs

C/T- 1.44 C/T- 1.21 C/T- 0.10 C/T- 0.10 C/T- 0.2 C/T- 1.33 C/T- 0.9 C/T- 0.9 C/T- 1.07 C/T- 1.25

Daily ProductionReport

Daily DispatchReport

Sales team member visit for

sales order

Daily DispatchReport

Purchase Approvals - High Value RM (Monthly)

R-201(Reaction)

R-202(Conc)

Trnsf to Storage

TankPreheating Blending Drying Cooling

Screening & Lump

breakerPackaging

Warehouse (Internal + External)

Customer small

Institutional Customer

Daily Production Planning & Reporting

A.Nu HO Sales & Marketing

Monthly Production Plan(S2F Plan) to Manager Production

Supply Chain -Savli (RM

Procurement)

Supply Chain - HO (RM Procurement)

Q.C. Inspection

Supply Chain -Dispatch Savli

A.Nu Marketing

(Savli)

Unorganized Supplier's

Seasonal Bulk Purchase- Corn Cob

Warehouse - Ext + Internal

Organized Supplier's

TMA EO HCl SawDust

Lead time 3 days

Lead time 1 days

Lead time 1 days

Lead time 1 day

e-payments to RM suppliers (Reliance & Alkyl Amines)

Payments to RM suppliers (Cheques)

Quality Control Savli

Value Chain Transformation : Manufacturing Excellence PerspectiveValue Chain Transformation : Manufacturing Excellence Perspective

MarketPurchase Policies

ForecastingPlanning

Customer Value Management

Market Research & segment analysis

Market Rationalization

Demand and Opportunity Analysis

Earnings/customer

Planning Cycle

Forecast into Confirmed, Likely, Hopeful

Forecast Accuracy

SC dashboard for the business

Supplier development for effecting supply reliability

Effective cost model to ensure meeting the target product cost – Strategic sourcing

C/O- C/O- C/O- C/O- C/O- C/O- 16 C/O- 0 C/O- 0 C/O- 0 C/O- 0U/T- 76.14 U/T- 76.14 U/T- U/T- U/T- 99.8% U/T- 97.78% U/T- 98.34% U/T- 98.89% U/T- 99.95 U/T- 99.98FTR- 100% FTR- 100% FTR- 100% FTR- 100% FTR- 100% OPE-71.1% OPE-71.1% OPE-71.1% OPE-71.1% OPE-71.1%

FTR- 98.2% FTR- 98.2% FTR- 98.2% FTR- 98.2% FTR- 98.2%

C/T- 2.71 C/T- 0.10C/O- 8 hrs C/O-U/T- U/T- FTR- 100% FTR- 100%

6 MT 3 MT 2.1 MT0.83 days 0.83 days 0.29 days

C/T- 0.97 C/T- 0.97 C/T- 0.43 C/T- 1.35C/O- 0 C/O- 0 C/O- C/O- 0U/T- 98.87 U/T- 99.41% U/T- 99.74% GRIT (Waste) U/T- 99.84%OPE- 63.86 OPE-63.86% OPE-63.86%10 MT / dayFTR- 100% FTR- 100% FTR- 100%

3 MT0.83 days

Aq. CC+ Dry CC 2.32 days 0.1 min+0.1 min + 5.6 days + 0.2 min 1.4 min + 1.07 min 6.06 days2.65 min 1.5 min + 1.4 min 1.25 min

Corn Cob 11.92 days 0.43 min + 0.83 days 0.43 min + 0.83 days + 0.97 min + 0.29 days + 1.35 min0.97 min + 0.97 min 1.2 min

HM-1 UG Screen-3

Bee-Swing

Silo

Silo-7/8/9/10

Oversize

HM-2

Screen-4

Jumbo Bag Packaging & Trnsfr to Dry

CC plant

Weighing & Charging to

Mixer

R-204(Reaction +

Conc)

Q.C. Inspection

R-204 is used for Aq CC + CDC

HM-3

C/T- 3.02C/O- U/T- 98.07%OPE-63.86%FTR- 100%

C/T- 3.02C/O- U/T- 98.45%OPE-63.86%FTR- 100%

C/T- 0.43C/O- U/T- 99.59%OPE-63.86%FTR- 100%

C/T- 0.97C/O- U/T- 99.84%OPE-63.86%FTR- 100%

Deliveryfulfillment

Production

Supply Management

Serviceability as strategic edge

OTIF improvement

Capacity release through Cycle time reduction

Flexibility through pull scheduling and Change Over reduction

Variable cost reduction

SHE related improvements

Quality

OPE

Schedule material supply based on inventory levels

identified lead time reduction to optimize inventory levels

Warehousing

Logistics Cost reduction

The DMAIC Way

Physical Problem

• Is the problem worth the effort ?• Who is involved ? • What needs to be improved ?

YD

Statistical Problem

• Am I sure of the Current level ?

M

• What could be the likely factors ?

X

• What is (are) the root Cause(s) ?• What is (are) the root Cause(s) ?

• What are the target values of factors ?

Y= f (X)

Statistical Solution

A

• What are the physical actions required ?• Do the physical Actions reduce the problem ?

• How do I make the improvement Stick ?

Physical Solution

IC

Project Charter

Daily Prod UOM Monthly/ Annual UOMBase line 24 TPD 644 TPM

7727 TPA

Target 33 TPD 900 TPM10796 TPA

TEAM

Critical To Quality (CTQ)

Project Leader Mr. Awadhesh KumarChampion Mr. Yoginder Nath SharmaProject Guide Dr. KV Gopal Krishna

Black Belt Mr. Hitendra Awasthi

Project TeamMr. Atul Sachdeva, Mr Pratap Mohapatra, Mr. Laxman Singh, Mr. Amit Garg

4

Start End Revised01-May-11 30-Oct-11

Tollgates Target StatusDefine May 11 Completed

Schedule

Reasons for delay

Tollgates

Define May-11 CompletedMeasure May-11 Completed

Analyse Jul-11 CompletedImprove Sep-11 Completed

Control Oct-11 Completed

Timeliness is the Great

Aspect

# CTQ Measure

Unit Discrete / Continuous

Operational Definition LSL USL Target Value

Measurement System

1 SPVA Production

TPD Continuous Daily Production of SPVA is the major performance(Productivity) indicator.

28 35 33 Weight Measurement of Product

2 SPVA OPE (Rotoformer)

% Continuous Monthly OPE of Rotoformer Stream is the another performance indicator for Availability

78 90 85 Production & Downtime

3 SPVA OPE (GALA)

% Continuous Monthly OPE of GALA Stream is the important performance indicator for Availability

58 90 85 Production & Downtime

Critical To Quality (CTQ) Performance Standard

Baseline Critical To Quality (CTQ) Effective Cycle Time Vs Takt timeEffective Cycle Time Vs Takt time

1.26

1.40

0.84

1.20

1.29

0 80

1.00

1.20

1.40

1.60

Mi

Target 1.09

Polymerization, Stripping, ATFE & Pastillation are bottleneck.

0.00

0.20

0.40

0.60

0.80

Polymerization Stripping Washing ATFE Gala/ Rotoformer

ns

1440 (Min.) X 25 (Kg.) = 1.0933000 (Kg.)

Macro Level Process Map: Bottlenecks Macro Level Process Map: Bottlenecks

Key Concerns

Low throughput rate & availability of Pastillation

Availability & Quality of Pastillation

Stepwise Evaluation of Productivity & Availability

OPE : Productivity X Availability X QualityBaseline Calculation of Prod Capacity

UOM GALA V30 ROTO V15 TotalTons/Day 7 17 24Tons/Month 206 465 672Tons/Annum 2443 5584 8027

Overall Capacity of

V30+V15

Team has programmed capacity model to find out deployment for improvement.

24

Tons/Annum 2443 5584 8027Case I : Productivity Improvement via Increase in Throughput Rate in Poly. & Stripping

UOM GALA V30 ROTO V15 Total

Tons/Day 7 19 26Tons/Month 206 497 703Tons/Annum 2443 5664 8107

Overall Capacity of V30+V15

Case II : Availability Improvement via Increase in Downtime reduction in Pastillation Poly. & Stripping

UOM GALA V30 ROTO V15 TotalTons/Day 10 17 27Tons/Month 292 465 758Tons/Annum 3343 5584 8927

Overall Capacity of V30+V15

5

Project Streamlining

The Capacity Model enables to streamline the improvement Journery in two aspects: 1. Throughput rate in Polymerization & Stripping2. Downtime Reduction in Pastillation

Production Capacity Enhancement

To increase Productivity of Polymerization

To reduce downtime in Pastillation

To increase Batch Size of Polymerization

To reduce Batch Cycle Time of Stripping

To reduce downtime of GALA Pastillation System

To reduce downtime of Rotoformer Pastillation System

PROJECT 1: To increase Productivity of SPVA by improving batch sizein polymerization & reduction in BCT in Stripping. ( 644 TPM to 750 TPM)

PROJECT 2 T i OEE f SPVA P d i i R fPROJECT 2: To increase OEE of SPVA Production in Rotoformersection from 78 % to 83% (Production loss reduction by 15 TPM )

PROJECT 3: To increase OPE of SPVA Production in GALA Pastillation from 58 % up to 85 % ( Production Capacity from 750 MT/Month to 900 MT/Month)

PROJECT 1:

To increase Productivity of SPVA by improving batch size in polymerization & reduction in BCT in Stripping. (644 TPM to 750 TPM)

PROBLEM CATEGORY CORRECTIVE ACTION

Back pressure in polymerizationreactor results in further increaseof batch size.

Machine • Vapour line increased from 6’’ to 10’’resulted in increased batch size by 10%.

Stripping cycle time Method Feed charging & heating made parallel Reduction in inspection time Optimization of stripping steps

Productivity Enhancement Action Plan

(atmospheric & vacuum) with outaffecting manufacturing norms.Cycle time reduced from 823 minutes to660 minutes

Increase in ATFE throughput rate Machine • Increase in polymer drying temperatureby increasing steam pressure.Throughput rate increased from 500Kg/Hr. to 700 Kg./Hr.

Modification in Polymerization & Stripping ReactorModification in Polymerization & Stripping Reactor

10” 6”

Productivity Enhancement Action Plan

6

PROJECT 2:

To increase OEE of SPVA Production in Rotoformer sectionfrom 78 % to 83 % (Production loss reduction by 15 TPM )

Overall Availability Losses - RotoformerOverall Availability Losses - Rotoformer

Rotoformer

OPE Rotoformer = 78.3

Availability Performance Quality

81.2 97.4 99.0

9.66

7.24

2.720.87 0.71 0.31 0.03

0

25

50

75

100

0

6

12

Rot

ofor

mer

Ups

trea

m lo

sses

Per

form

ance

loss

(L

ow s

peed

)

Oth

ers

2

Util

ity F

ailu

re

AT

FE

MC

C P

robl

em

Particulars Rotoformer Upstream Loss Performance ATFE Utility Failure

Rotoformer Availability: Analysis & Action Plan

9.667.24

2.720.87 0.71 0.31 0.03

0

25

50

75

100

0

6

12

Rot

ofor

mer

Ups

trea

m

loss

es

Per

form

ance

lo

ss (

Low

sp

eed)

Oth

ers

2

Util

ity F

ailu

re

AT

FE

MC

C P

robl

em

Loss

Root Cause Metering bar cleaning

No RM, R&D Trials,No Plan

Product change over Bottom bush failure Beyond control of SPVA Plant (Out side supply)

Corrective Action

Reduction in cleaning time by doing some activities in parallel

Beyond control of manufacturing

Reduction in product changeover by dedicating production lines

Modification in bottom bush lubrication system from gravity to pressure system

Replacing with cleaned metering bar & shell during cleaning

Before

Reduction in Metering Bar Cleaning Time - RotoformerReduction in Metering Bar Cleaning Time - Rotoformer

After

Activities Time (Min.)

Blind removal and HE draining 30

Shell and metering bar removal 30

Cooling of the stator (atmospheric cooling) 30

Activities Time (Min.)

Blind removal and HE draining 30

Shell and metering bar removal 30

Cooling of the stator (atmospheric cooling) 30

Cleaning of stator with scrapper 30

Shell and metering bar cleaning with VAM 120

Blind fixing in HE drain line 15

Total 255

Steps eliminated (escape)

Blind fixing in HE drain line 15

Total 105

Stand by facility of metering bar & rotating shell incorporated

Rotoformer – Improvement DetailsRotoformer – Improvement Details

Rotoformer

OPE Rotoformer = 78.3

Availability Performance Quality

Rotoformer

OPE Rotoformer = 83.8

Availability Performance Quality

Before After

81.2 97.4 99.0 85.8 97.7 99.0

97.4

97.7

97.2

97.3

97.4

97.5

97.6

97.7

97.8

Before After

Performance %

81.2

85.8

78798081828384858687

Before After

Availability %

PROJECT 3:

To increase OPE of SPVA Production in GALA Pastillation from58 % up to 85 % (Production Capacity from 750 MT/Month to900 MT/Month)

7

Overall Availability Losses - GALAOverall Availability Losses - GALA

GALA

OPE Gala= 41.6

Availability Performance Quality

76.4 70.7 77

13.38

9.047.88

4.39 4.23 3.612.23

0.76 0.48 0.030

25

50

75

100

0

8

16

Una

ccou

nted

Los

s

Per

form

ance

loss

(L

ow s

peed

)

Ups

trea

m lo

sses

Dew

ater

ing

Fin

e re

mov

al

syst

em TW

S

Flu

id b

ed D

ryer

Kai

son

GA

LA

Util

ity F

ailu

re

RCA Generated Variables:

• Dewatering (Method)

• Fine Generation (Method)

• RH of Air (Mother Nature)

• Floating Nature of Fines (Material)

Process Layout: GALA (Pastillation)

Particulars Upstream Loss Dewatering FRS FBD

GALA :- Availability Rate improvement Actions

13.38

9.04 7.88

4.39 4.23 3.612.23

0.76 0.48 0.030

25

50

75

100

0

8

16

Una

ccou

nted

Lo

ss

Per

form

ance

lo

ss (

Low

sp

eed)

Ups

trea

m

loss

es

Dew

ater

ing

Fin

e re

mov

al

syst

em TW

S

Flu

id b

ed

Dry

er

Kai

son

GA

LA

Util

ity F

ailu

re

Root Cause No RM, R&D Trials, No Plan

1. Wet pallets deposited on screen & reduces the efficiency

2. Cleaning time is high

1. Chocking of screen holes by fines

2. Upstream kason waterseparation efficiencyis low

1. High moisture at inlet of FBD

2. Blockage of Dewatering water pipe line

Corrective Action

Beyond control of manufacturing

Removed dewatering Conditioning of die plateto reduce fines (Tale)generation

Actions as in Dewatering & FRS

Installation of HPD box toreduce water load onKason

Relocation of FRS above FBD to keep in vibration mode Installation of exhaust

blower at kason toimprove water separationefficiency

GALA – Improvement DetailsGALA – Improvement Details

GALA

OPE GALA = 41.6

Availability Performance Quality

GALA

OPE GALA = 86.91

Availability Performance Quality

Before After

76.4 70.7 77 82.1 105.8 100

70.7

105.84

0

20

40

60

80

100

120

Before After

Performance %

76.4

82.1

7374757677787980818283

Before After

Availability %

Action for Improving Availability in GALA due to ChangeoverAction for Improving Availability in GALA due to Changeover

Hammer Mill 1

ReactorReactorReactor

Polymerization

Vessel

Rotoformer

GALA

Packing

Stripping & WashingVessel VesselVessel

ATFE

SUMMARY OF IMPROVEMENTS

8

Improvement Cycle Time Vs Takt timeImprovement Cycle Time Vs Takt time

1.111.08

0.76

0.97 0.97

0.80

1.00

1.20

Target 1.09

0.00

0.20

0.40

0.60

Polymerization Stripping Washing ATFE Gala/ Rotoformer

1440 X 25 = 1.0933000

Gain of Production after OPE ImprovementGain of Production after OPE Improvement

UOM Before OPE Improvement

After OPE Improvement

Gain

Tons/Day 24 33 9Tons/Month 644 891 247Tons/Annum 7727 10692 2965

Overall Capacity of

V30+V15

OPE : Productivity X Availability X QualityOPE : Productivity X Availability X Quality

The Power of OPE : The Power of ProliferationThe Power of OPE : The Power of Proliferation

Tons/Annum 7727 10692 2965

Particulars UOM Baseline Status

Post Impl. Status

Gain

SPVA Prod Rate TPD 24 33 9

SPVA OPE Improvement : Performance at a Glance

S od ate 33 9GALA Process OPE % 58 86 28Rotoformer OPE % 78 82 4Monthly Prod TPM 644 891 247Annual Prod Envisaged TPA 7727 10692 2965Monetory Gain on Increased OPE 593 Rs in Lacs

COST REDUCTION DUE TO OPE IMPROVEMENTIMPROVEMENT

500

600

700

800

T

Power Consumption Norms

Results: Specific Power Consumption NormsResults: Specific Power Consumption Norms

Power Power consumption consumption

reduced by reduced by 2727..00% %

687.0 688.0 648.0473.0

0

100

200

300

400

500

FY 2008-09 FY 2009-10 FY 2010-11 YTD 2011-12

Kwh

/ M

T

2

3

T

Steam Consumption Norms

Results: Steam Consumption NormsResults: Steam Consumption Norms

Steam Steam consumption consumption

reduced by reduced by 2525..00% %

2.0 2.1 2.0

1.5

0

1

1

2

FY 2008-09 FY 2009-10 FY 2010-11 YTD 2011-12

Kwh

/ M

T

9

Conditioning die

tools

Conditioning of dieplate using buffingtools

GALA - Reduction in Rejection % GALA - Reduction in Rejection %

Ob.-1 : Agglomeration of product during storage

Ob.-2 : Number of start up.15

20

25

23

Rejection %

Modification coldModification of coldair chilling coil forauto drain

In-process Rejection Due to Agglomeration

Observations Corrective Action

Ob.-3 : Shape of pallets.

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5

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2010-11 2011-12

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autoauto drain

Down stream afterFBD

Root Cause

• Relative Humidity of air• Improper grooving in die plate• Cutter RPM

BEFORE AFTER

Reduction in Production Downtime – GALA FRSReduction in Production Downtime – GALA FRS

FRS was chocked with polymer fines. FRS mounted on FBD under vibrationmode.

Way Forward… To get consistent OPE following are the initiatives:

• An Agitated Thin Film Evaporator (ATFE) has been ordered. (Expectedto install by March’ 12)

• Two Heat Exchangers has been ordered. (Expected to install byMarch’12)

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• Proposal for de-humidifier has been raised through CAPEX

• A control chart has been prepared with responsibilities forperiodically verification

Corporate SustainabilityCorporate Sustainability

Green Jubilant Safe Jubilant Responsible Jubilant

Environmental initiatives focused on:

Energy and water conservation by use of bio-fuels

Safety at work prime focus area

International safety standards are practiced

Quarterly assessments and

Committed to serve the society through products and services while maintaining harmony with the Environment

Social Interventions directed at empowering communities through :

Our Approach to sustainable development focuses on the triple bottom lines of Economic, Environment and Social performance

Our Approach to sustainable development focuses on the triple bottom lines of Economic, Environment and Social performance

Our Initiatives are directed towardsOur Initiatives are directed towards

Reduction in greenhouse gas emissions and carbon footprint

Reduction of fresh water consumption and effluent treatment with minimal discharge

Quarterly assessments and reviews help to draw action plans for continuous improvements

Supporting govt. rural Primary Education

Strengthening Basic Healthcare facilities with a focus on Mother & Child

Improving employability of women & youth through skill development

Partnerships with WHO, UNDP and NGOs

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Corporate Sustainability Report published every year as per Global Reporting Initiative (GRI) guidelines and it is audited by Ernst & Young

Rated A+ for 4 consecutive years by GRI

miles & miles to go ………….miles & miles to go ………….C ti l I t N E dC ti l I t N E d………….. Continual Improvement Never Ends………….. Continual Improvement Never Ends