Sambit Beborta

• Leading technology and operating teams of 4.6 million ton/year capacity integrated steel plants in Ostrava and Galati. The plants comprised of Iron making, steel melt shops, LF, Slab Caster, 4 strand Billet caster, Steckel & Hot rolling mill, ERW pipes & coating facility amongst testing and other production and quality compliant facilities.
• Responsible for technology upgrades
• Facilitated ongoing team development and growth through training and professional skills enhancement.
• Maintained thorough understanding of all key and current technologies, platforms and trends.
• Supported current and emerging programs through interactions with high-level customers, business partners and external vendors.
• Provided project leadership in dynamic technology-driven environment with multiple priorities.; specially in creating solutions for replacing the archaic and polluting Tandem Furnaces with a state of the art Hybrid Furnace. These furnaces will improve the footprint at both plants and will integrate with installed capacities of DRI to integrate and produce greener steel.

Leading technology and operating teams of 4..0 million ton/year capacity integrated steel plant comprising of 3.7 MTPA Iron making, 4.2 MTPA steel melt shops, (3X300MT Converters), 3 LF, 3.6 million ton/year capacity Slab Caster, 1.0 million ton/year capacity 6 strand Billet caster, 4.6 million ton/year capacity Hot rolling mill,

1.9 MTPA capacity cold rolling mills, 700,000 MT/year Capacity HDG Lines and other forming products, 100,000 MT/year capacity PPGI, 0.2 million ton/year capacity tinplate lines, 400000MT/year capacity wire rod mill, 26000MT/year capacity Spirally Welded pipes & coating facility at Aktau. Responsible for technology upgrades the development and safety standards of the facilities in the mining operations of Iron Ore( 4 Iron Ore and concentrate) and Coal (8 underground mines).

Leading the Technology, Project, Environment, and quality teams to create the strategy map for the next 10 years to grow the sales volumes through process re-engineering and debottlenecking to improve production standards and new Product development. Directly responsible for the flat product output with dotted line linkage from production directors.

Achievements and ongoing strategies:

§ Implemented several large projects (in last 2 years) like 1.5 million ton/ year Secondary Steelmaking (LF) capacity (BOF, LF Route), Automation and upgrade of the 3.6 Million/year capacity Slab caster, 1.0 Million Ton/Year capacity Billet Caster, with Danieli Group, Italy.

§ 6.0 million ton/ year capacity Sinter plant modernization – capacity and environment control, Repair & rebuild of 3.6 MTPA Coke oven batteries & 2 CHP Plants with a combined capacity of 627 MW and environmental facility installations at Sinter plants, BFs, BOF and lime shops, Stoves modernization in BFs to improve HBT with collaborations with a host of international OEs are under progress with a commissioning target in 2020-24.

§ As a future modernization and expansion plan a 0.8 MTPA COB, 0.4 MTPA Galvanizing line, and a 0.5 MTPA Structural mill and few EPA facilities are envisaged.

§ Natural Gas strategy & Coal Mining Strategy are integrated while developing an aux fuel injection plan to establish the size and reach of the investments.

SteelMaking: Augmentation of Steelmaking by the installation of AMEPA, Monocon units. Focus on key practices at slag control in the adverse slag models (Double and triple slagging process) BOF KPI improvement in TTT, target chemistry compliance, specific consumption improvement in lime rate, and ferroalloy addition model development. Have also initiated serious changes in the blowing pattern enhancement to optimize the oxygen rates. The LF is also being studied to improve electrode life and chemistry compliance efficiency improvement.

Refractory: Multi department approach to study key refractory based on 80/20 and arrive at the optimum solution based on key trials and practices – Cast house refractory, Tundish, and converter vessel refractory, tundish and transfer ladle refractory.

Iron Ore Mining: Projects and initiatives

• Quality and logistic studies to improve own ore usage and thus trade off on the Steel pellets buy quantity. Examining various processes to contain the ore quality (High S/P%)

• Fleet improvement for improved efficiency

• Beneficiation studies post modernization in Atasu and Atansor mines to improve yields.

Coal Mining: Projects and initiatives

• Study of seam wise quality determination with sample analysis to establish the coal blend and thus the coke oven inputs.

• Study of minerals & petrography in coal to determine ash morphology, thus the determination of suitable mining seams.

• CBM & CMM – mapping pockets to determine gas yields and develop a strategy to collect and distribute.

• Karaganda Mines - mine & ventilation shaft development & Roadways

• Dense media cyclones for improved washery yields

• Modernization of Mining equipment

• Improved power complex

• Tailing pond construction & health assessment of current tailing ponds

Safal Steel is a leading manufacturer of Galvalume Coated Steel- Colour Coated & Bare, Steel Pipes & Structural Steel products & Roofing Solution Company and with businesses in Steel, spread across 17 countries in Africa. I headed the Manufacturing Function of the Steel Business based at Dar Es Salaam, Tanzania, MRM Kenya & Safal Steel at Durban SA.

Fundamental Transformation and team formulation to re-engineer organization structure, focused at product engineering optimization and self-sufficiency, with key inputs and engagements with groups technical expertise and R&D. Leading the production team to improve techno-economic parameters by more than 20% within the next two years of operation to substantially reduce conversion costs.

Quality systems, Math models and best practice adaptation from the group are the current focus in the teams,

Emphasizing continuous improvement in safety standards and environmental conservation practices.

WCM & ARMP practices adaptation to improve changes at base levels.

Key Achievements, under scarce technical skills with world-class coating facilities, including;

• Study & Identification of the Manufacturing facility to work at Capacity levels (Utilization Rate from 45% to 80% & Quality rate from 75% to 97%)

• Developed a time-based improvement plan on the identified Bottlenecks

• Developed a Training Plan for the 360 Operations Team – Engrs & Operators

• Rated Capacity utilization of 700K (group) pa attained in the year 2013, post- implementation, systematically over the plants.

• Implemented New development CAPEX schemes for product enhancement – Air Knives, Chem- coater to enhance product quality.

• Implemented Theory Of Constraints & JIT for stocks

• Reliability Meetings & Monitoring of Delays

• All equipment & CD SOP formulation (43 Nos.)

• Critical tasks Identification & defined/documented measures for revival

• Formulated FMEA & Control Plan – All Defects, Multi-skilling program for Workmen

• Communicated sales and marketing strategies to multiregional teams in varying languages utilizing support staff present.
• Fostered collaborative working environment despite cultural differences and often geographical barriers.
• Methodically grew and exceeded sales and revenue targets by 11% across 4 quarter during 2016/17 fiscal year.

CORUS Group plc was a group of Steel Companies essentially based out of UK & Netherlands having a strong Integrated Steel Plant presence in the EU. The Long & Flat Products were in strong demand in the region. Post-acquisition of the group by Tata Steel, I was working in the integration team, representing the Galvanizing & Coated Steel, while serving as Head Galv. in CRM Jamshedpur. The Integration Team reported to COO/MD & had yearly reviews with Chairman.

§ Developed the time-based Integration Strategy in line with the Integration Guidelines in PQCDSM – 80% compliance

§ Improvement in Critical Surface defects (Dross) by 1% on implementation.

§ Initiation of Reliability Meeting – Improved plant availability to 83% from 69%

§ Engaged with key EU suppliers to “fix” design issues, hindering skin panels – Snout pump/HNx injection/Steering units

§ Improved MTBF from 39 hours (Yearly averages)

§ Implemented various improvement initiatives after Star Team Kick off under the banner of “Aspire Projects”

§ Adaptation of Safety Standards on Metal Line Protections

§ Identification of all improvement initiatives & categorization - 5 Year Plan

§ Cross Function Team for the Steel Grade development (HSIF) for structural grade – attained 1300 tons per month.

§ Improved Skin Passing Practices at weld passage improving yield by 0.55%

§ Identified & Imparted Key Training Inputs for all Team members for Skin Panels –

§ 3.0 Man days/month average

§ Reconstituted various SOP & Checklists consistent with skin panel needs, critical to success skin panel campaigns. The strike rate of such campaigns improved to 85%

§ Worked on Critical Projects in SeGal Belgium, British Steel, Shotton, ZODIAC Wales & IJMUIDIN, NETHERLANDS

§ Developed & Implemented the Bath Al Math Models in most plants above, improving the Cpk to>1 level

Trained, mentored, and developed new team members with positive and encouraging techniques to maximize performance and team contributions.

Continuous Galvanizing Line 2 was the pioneer Automotive Galvanizing Line in India. Built with a consortium of premium Equipment suppliers like CMI Belgium, Danieli Italy, Alstom France, Drever Belgium, Ajax USA, Inductotherm Germany, etc. , the line was a state of the art Level 3 automated line with a high degree of equipment sophistication & controls. A team of highly skilled & motivated individuals was led to build this manufacturing facility.

The line was then operated for 11 years attaining all levels of Manufacturing excellence, becoming the most coveted line in TSL & the crowning glory due to product margins & customer delight. Headed a Plate mill of 360000MT/year capacity plate mill (reused second-hand equipment) which was the only facility of the company.

· Installation, Equipment Trials & Integrated Commissioning of the line, while establishing the PG parameters.

§ Developed know-how expertise in online welding, annealing, electrolytic cleaning, skin pass mill operations, automation systems

§ Rolled out the New Product Planning Process in sync with customer Orders, based on Galvanizing Rules

§ Developed a time-based Road Map for Skin panel production post-Arcelor tie- up.

§ Attained rated production of 0.345 Million Tons in 11 months (2004)

§ Adapted Dupont Practices on safety – was in Apex council committee of safety Observations

§ Implemented best practices learned from the various equipment & Operations Training in the UK, Belgium, Germany, Italy Amsterdam amongst others (160 Man days)

§ Special Training on Skin Panels in Arcelor France for 3 months.

§ Institutionalized Pot management by several “Best Practices”

· Joined as a Graduate Engineer Trainee in 1993.

The Graduate Trainee Program in Tata Steel is a unique Modular Diploma that hones the skills of the graduates, post an exhaustive selection process of college campus Interviews, group discussions & MD Interview, over a range of subjects alien to the trainee. The objective is to impact the key skills required to hit the ground running while taking up key responsibilities in the Plant Operations. Excelled in the training assessments throughout the year & was placed in the top 5% of Graduates of the batch (106 Graduates).

I joined Blast Furnaces operations as the first Professional Department in my career, post Training. The placement was chosen based on the sheer challenge involved in the department of humongous proportions. The exposure &achievement bolstered the love for Steel & fostered the will to learn the new processes, technologies. Was then a part of a seven-member Core Team of the Total Operational Performance. This was a structured, time-bound & team- based program focused at radically improving cost, quality & throughput in the company in dire straits, at the shortest possible time & minimal investments. Worked with McKinsey & Co. for operational improvement and radical cost reduction across several divisions of Tata Steel. Recognized by MD for outstanding contribution (TOP Awardee)

• Learnt the art & Science of BF & ironmaking operations with Hand-on inputs at key op practices.

• Improved a critical GUTKO time to less than hour improving Si% levels, Hot metal temperature 1250C, Attained & improved fuel rate

• Responsible for the design & implementation of the Coal Tar Injection system. Reduced fuel rate further by improving the injection rate to 25 kg/MT

• Attained Production levels of 1250 TPD & 950 tpd in BF at unprecedented levels with a structure improvement approach. Reduced Metal Dumping practices- Mixer alternates 3 ladles/month from 25ladles. Conducted Talent Reviews and formed CFT for Cast house operations leading to delay saving in GUTKO by 10 mins.

• Achieved Cost Reduction & Throughput Improvement in BF through TOP Wave of over Rs.. 210 Cr [Recognized with the most coveted TOP Award from MD]

• Selected as Lead Coordinator to implement the TOP Programme over 5 waves in 12 large business units of the company

• Key Member in Departmental / Division/APEX Aspire project Winning teams.

• Prepared processes for recovery actions post Power Fail situations

• Relining campaigns: Was a key member for the relining activity on project scheduling & execution.

• Engaged in Scheduled Maintenance Revised Practices

• Pioneered gas Plant network to ease Maintenance & isolation of the BF gas network

• Trained on Blast Furnace Operation in Thyssen Krupp plants

• Improved Practices in Skip car operations & charging systems