Project CPDEP:



Project CPDEP:

Final Report

for

URT Cement Production

Division

Oklahoma City, Oklahoma

Submitted to:

The Consideration Team for Grants and Contracts

Universal Research and Technologies

Gittinger Hall

760 Van Vleet Oval, Suite 231

Norman, OK 73091

By

Technical Consultants

123 S. Cemetery Road

Durant, OK 73064

May

Final

English 3153

Table of Contents

1. EXECUTIVE SUMMARY, iii

2. INTRODUCTION, i

2.1 Task Order, 1

2.2 Proposal, 1-2

3. OVERVIEW, 3-5

3.1 Phase summary

3.1.1 Phase I

3.1.2 Phase II

3.1.3 Phase III

3.1.4 Phase IV

3.1.5 Phase V

4. RECOMMENDATIONS AND CONCLUSIONS, 14

Figures

|Figures |Page Number |

| | |

|Figure 1: |Adjusted Milestone Chart ii |

| | |

|Attachments | |

| | |

|A1 |Projected Production Levels 8 |

1. Executive Summary:

The task order received by Technical Consultants (TC) concerned production problems of URT/Cement Production Division (CPD). Due to increasing demands for portland cement within its region, CPD's cement production plant, in Waco Texas, was unable to meet production demands. This created a crisis, where the CPD was unable to adequately satisfy its contracted agreements and was at risk of losing them.

In response to this task order TC proposed the Cement Production

Division's Expansion Project (CPDEP). The proposal outlined the construction and justifications of constructing an additional cement plant. The proposed plant was selected considering the following objectives and facts:

The additional plant would solve the present production issues.

It would reduce labor cost.

It would improve cement quality and production efficiency due in part to the use of automated technology.

It would be capable of meeting future increases in cement production including the production maintained by the Waco plant after its failure.

Promptly after acceptance of the proposal, the CPDEP project began. Phases I-II were completed as planned, however, phase III exceeded the allotted time due to complications concerning the rotary kiln. A recall had been issued one month prior to the selection of the kiln. Unfortunately, the distributor, Carson Machinery failed to realize the problem until just prior of phase III. At that time, it would require an additional month to get a fitted version of the selected kiln. To satisfy the problem Carson Machinery offered to upgrade the selected kiln to a larger, new model for the same price as the selected model. TC accepted the arrangement. Its late installation caused phase III to exceed its completion date by 7 days. Fortunately, even though phase III exceeded its estimated time, phase IV was started on time. By rescheduling the tasks and training of phase IV, the inspection and training personnel were able to complete phase IV on time. Please see the adjusted milestone chart below, figure 1.

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Figure 1: Adjusted Milestone Chart (Black is allotted time, Grey is exceeded time)

Presently, all construction and training phases are complete. Plant production is increasing and efficiency is 2% greater than expected. All plant systems are running at optimal levels. The plant's crew has been formally trained and is operating satisfactorily. All safety tests have been completed revealing satisfactory conformance to the industry standard, safety requirements. Technical Consultants is pleased to have worked on this project and looks forward to any future service it can provide.

2. Introduction:

2.1 Task Order:

The URT Cement Production Division (CPD) was unable to adequately supply cement within its supply region. Due to the strong economy, construction has been reaching record highs. As a result, the demands for concrete within the CPD's supply region have increased ten fold. Furthermore, the CPD Waco cement plant's output was maximized into overtime conditions and was inadequately able to handle the increasing demands of its customers. Business is conducted by bidding on competitive cement contracts. If these orders cannot be filled, buyers will take their business elsewhere. URT. authorized CPD to use whatever means were necessary to expediently solve this problem.

2.2 Proposal:

In response to this task order Technical Consulting (TC) proposed the Cement

Product Division's Expansion Project (CPDEP). Technical Consultants felt the best solution was a second cement production facility. It solved present and future production issues, alleviated the cost of running the Waco plant in overtime production, increased cement quality, reduced labor cost, and will eventually replace the failing Waco plant. This solution was derived from careful analysis of the conditions related to the Waco plant. Its plant life, based off current production and geological approximations of remaining useful limestone deposits, was estimated to be 11 years. Furthermore, recent advances in automated technology have increased cement production by 200% and greatly increased cement quality. The completed plant's design has been in use for the last 20 years and over 2,500 have been built, eight by Turpin Technical. It has a record of minimal maintenance and high efficiency. The plant is capable of continuous operation, constituting three shifts of workers, interrupted only by maintenance.

The CDPEP project was designed to optimally solve both the long and short-term problems presented in the task order. The purpose of the following sections is to discuss how each phase progressed, any problems encountered, and to report the state of the CPDEP project.

3. OVERVIEW:

Overall, this project was evaluated as an outstanding success. There were no irresolvable issues. The TC crews all worked well together and completed the project to specifications. All sub-contractors performed their task with the expected professionalism and workmanship. The following summarizes the happening

of each of the phases:

3.1 Phase Summary:

3.1.1 Phase 1:

The selected site proved to be an excellent combination of location and natural resources. The land purchased by the CPD had a very large limestone deposit. The location, close to Dallas, will allow for future access to the main railway system. The proximity of the railroad will allow for rail transportation of cement and raw material upon construction of a rail station. In addition, an excellent supply of human resources is available from the city. After site selection, Acme construction was able to begin dirt work immediately. All dirt work performed in this phase was performed as specified on schedule. No notable complications were encountered.

3.1.2 Phase II

All aspects of phase 11 went very well except for some minor problems. After the dirt work was completed, Acme crews began work on the sub-structure. Rain slowed progress slightly but not significantly enough to affect the timetable. All materials were delivered within an acceptable period and no significant thefts or damages were reported. Fortunately, the access ways dried up enough to allow concrete delivery for the foundations and support structures.

3.1.3 Phase III:

The longest part of the project was performed in phase III. This phase primarily involved the construction of the surface structures. An OSHA inspector arrived for a surprise inspection midway through this phase. TC is pleased to report the highest marks possible for on site safety. The only significant problem occurred one week prior to installation of the rotary kiln. A recall had been issued one month prior to the selection of the kiln. Unfortunately, Carson Machinery failed to realize the problem until just prior of phase III. At that time, it would require an additional month to get a refitted version of the selected kiln. To satisfy the problem Carson Machinery offered to upgrade the selected kiln to a larger model for the same price as the selected model. This arrangement was selected and only minor alterations were needed for the support structure. The new kiln will increase the maximum level of production slightly. Unfortunately, the lost time involving ordering the new kiln, adjusting the support structure, and other minor adjustments involving the automated systems, caused phase III to exceed its proposed time line. All other structures and machinery were completed and installed as specified on schedule.

3.1.4 Phase IV:

This phase was completed on schedule but alterations were made to compensate for the overage of phase III. The most significant alteration involved employee training involving the rotary kiln. Training schedules were rewritten, placing the kiln training near the end. The quality and completeness of the training were unaffected.

A through checklist was performed to ensure all aspects from construction and automated machinery were completed as specified. TTC inspectors examined the entire plant ensuring satisfactory performance. All checklists were completed and submitted on schedule.

An analysis of plant efficiency, reliability, projected production, and personnel performance was performed. Plant efficiency was proven satisfactory. All machinery was selected with consideration to its record of reliability. All prefabricated and automated machine have a long record of reliability with special considerations for the replacement kiln. The rotary kiln design is a very new variation that has only been installed in two plants prior. However, no problems are on record or predicted and preliminary analyses reveal a high efficiency rate and a solid design. Its qualities will make up for its short service record. The plants production is running satisfactorily at 50% (one million tons of cement per year) of its maximum. The overburdened Waco plant has reduced its volume by 30%, and is now running efficiently within design parameters. The demand is expected to increase 20% in over the next 10 years, please see attachment A-l for the projected production graph. Employee proficiency tests revealed a resourceful, hardworking crew. All safety tests were performed satisfactorily.

3.1.5 Phase IV:

This phase primarily involved the composition of the final report. Its outcome is optimistic and will be completed on time.

Recommendations and Conclusions

Technical Consulting has completed all phases of this project. TC has some recommendations as follows:

Consideration of a rail delivery system: Negotiations would have to be initiated with the railroad officials. The benefits of a rail transport system could be enormous.

The relocation of Waco employees: The recent construction of the proposed plant has created significant job insecurity in the Waco employees. It is suggested that

Waco employees be steady moved as possible to the new plant. Only minimal training would be required and it would be good for moral. A 50% employee increase is predicted over the next 5 years.

The addition of a full-time automated software technician: The software for the automated technology used on the plant is partially upgradeable. TC believes frequent upgrades of the automated software will allow for improved efficiency

and quality. Keeping a full-time technician will ensure this task is performed reliably.

A complete statically analysis: Every plant was certain production variations and inconsistencies that must be worked out over time. To ensure optimal efficiency and maximum reduction of costly variations and inconsistencies a complete statically analysis should be performed in approximately two years.

TC feels this project went exceptionally well and that all the following project goals were achieved:

To work closely with the CPD to ensure complete satisfaction with our services

To complete the task within the proposed time period

To find the most cost-efficient solution to each problem

To maximize the efficiency of the staff, sub-contractors, and designs

TC would like to conclude this report and welcomes any questions or concerns. TC looks forward future projects and working with the Universal Research Technologies.

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