Handbook for designing cement plants

1220 Pages·2009·58.706 MB·English

by  S P Deolalkar

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HANDBOOK FOR
DESIGNING CEMENT PLANTS

HANDBOOK FOR
DESIGNING CEMENT PLANTS
S.P. Deolalkar
Director
Deolalkar Consultants
BSP BS Publications
====
4-4-309, Giriraj Lane, SUltan Bazar,
Hyderabad -500095 -A.P.
Phone: [phone]
e-mail: [email protected]
www.bspublications.net
Copyright © 2009 by Publisher
All rights reserved
Deolalkar Consultants
B-32, Shanti Shikhara Apts.,
Raj Bhavan Road, Somajiguda
Hyderabad - 500 082
No part of this book or parts thereof may be reproduced, stored in a retrieval system or transmitted in any
language or by any means, electronic, mechanical, photocopying, recording or otherwise without the
prior written permission of the publishers.
Mr. S.P.Deolalkar asserts his rights to be identified as the Author of this Book
Published by :
BSP BS Publications
4-4-309, Giriraj Lane, Sultan Bazar,
Hyderabad -500 095 -A.P.
Phone:[phone]
e-mail: [email protected]
www.bspublications.net
Printed at
Sanat printers
Kundli, Haryana
ISBN: 81-7800-145-4
This Book is for
Mrs Urmila
My life's partner
and
Proprietor of Deolalkar Consultants
Author

FOREWORD
The Associated Cement Companies' fraternity of the mid 70's knows well Mr. S. P. Deolalkar, as an young well
qualified Engineer with a penchant desire to "Learn the nuances of Design and Developments" in Engineering in
Cement Machinery, in addition to getting hands on experience in Operation & Maintenance of the Machinery in
manufacturing the mundane Cement. I had the good fortune of rubbing shoulders with Deolalkar at every stage of
his illustrious career, and his unique approach was to share "Knowledge and Experience" and above all 'perception'
of Quality Control as one Mantra from start to finish and not as a 'perfumery & cosmetic' at the end of the
manufacturing process be it of Cement or the Machinery for Manufacturing Cement.
"Comparing and Contrasting" is an art and Deolalkar in his voluminous "Handbook for Designing Cement
Plants" has perfected in highlighting the strengths and weaknesses, in the SWOT Analysis mode. It is amazing that
the references are far and wide keeping in mind that ultimately the proof of the pudding is in the eating, and it is a
'Total System Approach', from concept to conclusion. The numerous sketches, drawings and photos give the
reader an 'on line' concept to understand the thought process of the author.
A very important concept brought out by Deolalkar is in the 'Layout' of the entire Cement Plant as well as
individual Departments. This is very crucial as the Layout is the 'heart and soul' of the project and providing for
major expansion in phases over the decades is the order of the day, the world over. Further with the need for
continuous monitoring at every process stages and timely and effective control the Layout should have enough leg
room for ease of approach and movement of maintenance men and their tools and tackles.
It would be no exaggeration if I reiterate that I have not come across such a comprehensive reference Handbook
as this to inculcate a deep sense of understanding of the Design aspects to match the manufacturing processes and
ensure "Quantity and Quality" of Cement from the plant at an affordable cost. Whilst from the financial aspect, the
pundits would insist on "Cost Benefit" the Designer's approach is "Value Benefit" at affordable cost.
One unique approach I have noticed in Deolalkar is "MBWA" - "Management By Walking Around" - they do
not teach you at Harvard I believe. He was always keen to find out for himself the actual performance at the Plant
of the Machinery he had designed as that would give him a feed back for betterment.
The interest and expertise of Deolalkar bloomed as the Capacity of the Plant rose geometrically from 300 Tons
per day in the fifties to 10,000 tons per day in modem plants, in the current decade.
The following golden words in a Live situation, would illustrate the commitment needed not only of such designers
but the factory staff and workers, the generators of wealth for prosperity -
MACHINES DO NOT FAIL BUT MEN DO
Machines do not fail, but the people who design, build, operate and maintain them fail.
(viii) Foreword
There was a time when trains rarely derailed, when cranes rarely buckled, when roofs rarely collapsed and
when military gears functioned even in a snow storm. But on the evening of 24th April 1980, when the United
States of America, launched a dramatic military operation to release 50 American hostages held in Tehran, in the
early hours of the following morning the rescue mission had to be aborted because of the mechanical failure of
three out of eight helicopters assigned to the mission. Eight American servicemen died during the withdrawal
operations.
On the 3rd June, and again on the 6th June of the same year, 1980, an acclaimed computer failure in the
American defence system triggered an erroneous warning that Russian missiles were launched and were speeding
towards targets in the USA. Nuclear counter-measures were initiated by the Americans but retaliatory strikes
were finally called off after several minutes of frantic checking to determine the validity of the computer signals.
Machines would fail to work, if the people - from top to bottom - who are responsible for their design,
construction, operations and maintenance, are not imbued with strong and continuing sense of responsibility for
their respective jobs. Competent leadership is no doubt important, but in the end the acid test would be the individual
responsibility that would determine whether our democracy would remain or sink.
"If a system fails dear Brutus, do not blame the system, blame yourself"
This Handbook is a unique contribution of Mr. S. P. Deolalkar, a highly devoted and dedicated Engineer to the
society at large, and I would recommend this to the Engineers at the corporate offices and Cement Plants, and also
for all Technical Libraries for knowledge up-gradation.
15th May '07 T. V. BALAN
FIE, FlEE, FSCI
Retired Director and CEO of
The Associated Cement Companies. Ltd
Retired M.D. of
Cement Corporation of Gujarat Ltd.