This article describes my understanding of MCOE , its importance as a more potent cell as compared to now a conventional business excellence cell for Manufacturing business Transformation governance and enhancement.. Why and how businesses can join hand with me to start MCOE/a framework of COE. Manufacturing Center of Excellence. I am available at your service to assist you in Journey of transformation of your business (Manufacturing/non IT) at Managerial and engineering levels.

2. Table of content
 Why MCOE /a framework of COE?
 Why Sandeep Gupta @ MCOE?
 Sample missions and challenges for MCOE,
 Background for Framework of COEs @ HZL/Vedanta.
 Brief of HZL role
 Hindalco –Mahan and Renukoot role
 Leadership attributes suitable for MCOE

3. What is , Why MCOE /a framework of COE? how it is different and
similar to PMO and Business excellence cell?
 To the left is a typical COE wheel. Which originated at IT
industry, MCoE is adaptation for the Manufacturing.
Elaborated in next slide.
 Community of practitioners lead by subject matter experts
is the hub of the wheel of COE.
 A framework of COEs is faster way to transformation.
 Innovations and technology is the priming force.(TRIZ)
 TRIZ is a methodical way for Innovations and Complex
Problem solving. ( Managerial or technical)

4. What is , Why MCOE /a framework of COE? how it is different and
similar to PMO and Business excellence cell?
 MCOE/framework of COE is closely monitored ,harmonized and synchronized center
of functions of Engineering, safety, Sustainability, Asset Maintenance, Process
control/Quality and Technology. MCOE has them dovetailed with Management systems
This makes them more potent for Business Enhancement.
 It is the nerve center of an Industry which brings about Transformation (work culture,
automation and mechanization plus beyond ).
 MCOE holds development forces in unison through vision and models.
 It has potential and redefines ‘what is to be made ‘ and how it is to be made’.
 It can be viewed as Manufacturing ecosystem system research and development center
plus PMO, primed by Innovations(TRIZ) and technology ecosystem.
 Accelerated Talent development and Knowledge management.
 COE framework includes all functionalities of standard Business Excellence.

5. What is , Why MCOE /a framework of COE? how it is different and
similar to PMO and Business excellence cell?
 Ideation workshops ,development of Ideas, project hopper, then
implementation/realization by technology development, tailoring engineering solutions
for the core and non core processes as well(Most of the times non core do not get quality
attention at all). Leadership in Change management, strategy, manufacturing
models/doctrines and concept development. Holistic Models ( plant/mine and system
visualization for the most modern status and survival model/road map as well for older
facilities) development , refinement and updation in light of contemporary
developments and futuristic anticipation is highlight of frame work of COE.
 COE can bring uniformity and homogeneity by positive actions to multi location
enterprise.
 Frame work can have COE, Center of competence, center of expertise etc.
 Projects Management office and Focused campaign drives.
 Hindalco, Aditya Birla Group , Alcoa , Rio Tinto, JSW, Tata Steel and many more
Indian corporate have frame work of COE/ MCOE .

6. Why MCOE /a framework of COE? how it is different from PMO?
 MCOE is closely monitored ,harmonized and synchronized center of functions of
Engineering, safety, Sustainability, Asset Maintenance, Process control/Quality and
Technology. MCOE has them dovetailed with Management systems. MCOE is thus more
potent cell for holistic and sustainable Business.
 Present suite is tailored for base and Infrastructure Industry such as Metals, mining,
cement, chemicals and thermal power, ports etc. It can be tailored for other Industries
as well.
 It is the nerve center of an Industry which brings about Transformation (not only
automation and mechanization).
 MCOE holds development forces in unison through vision and models.
 It has potential and redefines ‘what is to be made ‘ and how it is to be made’.
 It can be viewed as Manufacturing ecosystem system research and development center
plus PMO, primed by Innovations and technology ecosystem.
 Accelerated Talent development and Knowledge management.
 COE framework includes all functionalities of standard Business Excellence.

7. Why Sandeep Gupta @MCOE, Executive Summary
 MCOE is the kind of ‘special’ challenge and mission, I am in pursuit for.
 Conviction in and capability to make MCOE a success. Leadership attributes for MCOE.
 Initiated, conceptualized, developed and functioned as GM, MCOE*. This has come as
natural organic development of my career and keen interest. With my strong value of
seamlessness as binder , It has content with all functions I have operated: knowledge and
learning management; concepts; Innovations; excellence; change management and their
governance in operations.
 Later other COE were also set up and BE was mother COE. I defined synergy and
coordination framework among them.
 At major Manufacturer side this small size center bring value in terms of futuristic
growth, transformation of old assets, brings in more better new assets and operational
excellence .
* MCOE term not used at HZL only BE was used. I initiated, based on my own interest
and in alignment with designation and department. Bench marked with Jindal steel
position of Head asset management and COE @ALCOA.

8. Why Sandeep Gupta @MCOE? Executive Summary
 Already have sample Missions & Challenges for MCOE.
 Can carry forward the HZL Experience of Road maps and modern plant model
development. It included Technology gap analysis mechanization, automation,
sustainability, athletic capacity , visualization , modularization, simulations for project
and operations , digitalization, productivity and futuristic aspects.
 Pioneer at HZL (2014) for technical communities based collaborative work culture
development, bring in unison of practices and knowledge integration.
 Experience in all formats of Projects- Mega green field , brown field, Transformation ,
retrofit and incremental capacity enhancement Capex.
 Worked in Hindalco for 19 years at Aluminum smelters. Maintenance, Utilities, Fume
treatment plants, IMS , CII EXIM award and WCM .
 High number of tailor made engineering solutions development.
 Strong at Bulk Material handling project and ownership.

9. Why Sandeep Gupta @MCOE? Executive Summary
 Complete asset life cycle management Experience. Maintenance at Renukoot, Structural
integrity champion HZL. Plant turnaround and s/d mechanization and plant capacity
enhancements. Sweating of assets. Plant Health audits and design basis development for
the enhanced plant Life specially for corrosion and structural distress prone chemical
plants such as Zinc, copper , Alumina coal handling plants and cement plants etc.
 Working knowledge of CPP via improvement Capex and Safety leadership.
Shall be delighted if you may continue for more elaborations.

10. Sample Missions and Challenges for MCOE
It is imperative that this centre shall have some missions and challenges to meet
and they are not expected to be of beaten path. Some new paths shall be created .
 Future readiness for ‘modern’ plants as well.
 In the backdrop of fast Corrosion and degradation at chemical process plants like
Copper smelter, Cement Plants, Alumina preparing projects design basis to increase
Plant design life for future projects. Addressable re approaches for existing ones.
 Address most complex problems/unsolved problems like structural degradation
problems such as clinker silos etc.
 Rationalization of cement Plant Design.
 Missions and challenges like most sustainable cement ( milestones like COP21
Compliant ) in apple to apple situations ,
 In house technology package development or a combination of bought out technologies
to suit needs of host organization.
 Reliable yet cost effective smelter equipment indigenized sources.
 Engineering capabilities to bring in Capex effectiveness.
 Emergency scenarios response simulations and capability built up.
 Review of Good and not so good things done at past major capex. Future preparedness ,
specially on sustainability, Lean constructions, plant modularization, visualizations and
simulations.

11. Sample Missions and Challenges for MCOE
 People involvement in sustainability discourse.
(by sustainability Circle akin Quality circle)
 Technical and engineering support for risk mitigation.
 Sub XX dollar cost of production. Separate yet within boundary ancillaries set up.
 Synergy drives with nearby Industry (in areas like waste management).

12. Background for centres of Excellence at HZL
 Vedanta group CEO had announced operational excellence journey with model called
Asset Optimization in 2012 second half. A Business Excellence cell was established at
HZL . It had mandate beyond Operational excellence. It was crafted by then COO, HZL
and present CEO. It was off beat mandate to include engineering support and Central
Inventory control centre in it. OE journey ‘asset optimization’ , process excellence,
technical services and people excellence were included. People excellence button was
minimal enabled except for the technical communities deployment and induction
training packaging and material for GETs.
 Later there was initiatives announcements by Chairman of Vedanta Group. ‘Innovation
and technology cell at Group level ‘ to be followed by companies in the group.
 In October 2015. For management of engineering and technology ’ Design centre for
mining’ was announced by Chairman.
 I took initiative to bring in life with a toss of my imagination to these announcements.
(ref .Innovation ecosystem presentation at my LinkedIn account :
https://www.slideshare.net/SandeepGupta92/innovation-and-technology-ecosystem-
minerals-and-metals-by-sandeep-gupta) and establish synergy, frame work of
coordination and minimize the overlap of domain with pre existing Business Excellence
cell.

13. Leadership attributes suitable for MCOE
 Better the best attitude.
 Focus on the processes, results follow automatically.
 Enabling the front running on the improvement wave and prepare for future.
 Ability to create movement in saturated situations as well.
 Independent thinking. Technology awareness and in house engineering capabilities.
 Strong Imagination, Conceptualization, Intuitive and Innovation skills. Value addition
and Improvement in status are essential part of my working.
 Institutionalization is hall mark of my working. The learning and experience has always
been documented in IMS, score cards and Dash boards with IT enablement.
 Data and fact base- I was 100% percentile at Vedanta group prestigious Talent program -
Leaders connect.
 People development, and change management. Technical Trainings and communities.
 Seamlessness, cross functional and multi Unit coordination. CII EXIM one of important
learning was establishing Linkages among various processes.

14. Brief of HZL role
Manager : Head Business Excellence; skip level Manager (COO, who became CEO)
Engineering Support (Management of engineering and technology )
 Cell for improvement and sustenance capex ( proactive , rather than reactive centre for
the change and transformation of old PSU times established Units lke Zawar and RD
mines, Debari and Pyro smelters). Budget Rs 350 cr/yr.
Road maps and modern plant model development .
 Cost reduction by engineering intervention.(develop alternate sources for proprietary
/single party a category equipment, reduce list of Insurance items) .
 Referral centre for the Problem solving of the plant.
Consistent, concentrated and concerted efforts to eliminate the problems referred.
Ownership that no consultant can provide. Solutions that are holistic and seeding of
the steps in futuristic directions.
 Engineering support for Complete asset life cycle management.
 Independent special studies for arrival on suggestions/ investigation/scouting into the
technology/technological change .
This independence /in house study capability helps to extract best out of world class
Vendors and consultants .It also drives them to deliver to the best of their ability.

15. Brief of HZL role
 Keep tab on technological advancements. Identify gap in the technology package(Process
Technology –PT Package).
Gaps are usually on the equipment, element and system basis and in utilities, less on
the core process( but the gap and chinks in the armour for the technology gaps in
core process should be evaluated first and positive action before technology
finalization and also thereafter) .Gap analysis with BAT documentations and
positive action to fill the Gap.
 Business excellence role :
RADAR(Result Approach Deployment Assessment and Review). Emphasis on the
processes rather than results. Cultural change management. Benchmarking, best
practices, Standardization and Institutionalization etc.
 Subject matter experts and users - technical community based collaborative work culture
development, bring in unison of practices and knowledge integration. Always
contributed to the community meetings with developments, benchmarks, innovations,
problems solving and best practices of the community domain.

16. Brief of HZL role
 Coordination and catalyst role for the innovations/suggestion campaign schemes and
Focused Improvement Projects for productivity, mechanization and automation. Fy 17
gains Rs 70 cr till Nov’16.
 Convergence and Integration of all management systems. Viz ISO 9001, ISO 14001,
OHSAS 18001, Safety excellence with Dupont(Leadership role as member secretary of the
journey for the Chanderia Location of HZL) and Asset optimization operational
excellence journey with PWC/ KPMG etc. Continuously remove redundancies in the
systems, bring alignment.
 Bring adaptations to the standard model of excellence to suit particular needs of
mining. Asset Optimization and PSM (Process Safety Management).

17. Brief of HZL role
 Sustainability & Safety Engineering interventions to support safety and
sustainability. PSM incubation centre.
Sustainability - waste minimization, continuous air and water pollution monitoring , FGD at
CPP and mist emission control from acid plants and cell house, reduce dust and ore
spillage at mines. Tailings water recovery rate acceleration at Agucha Mines.
Safety -
 Member secretary of Apex committee of Chanderia Location for safety excellence with
DuPont.
 PSM incubation centre leader for entire HZL.(Risk Mitigation Plans and engineering
interventions for high process hazards). Proactive approach, learning from incidents
elsewhere , intuitive Hazard identification and failure mode analysis .
 Structural Health management and Integrity custodian for entire HZL.
 Incident Investigations into process safety Investigation. Mine RCA were appreciated for
in depth technical analysis akin forensic analysis.

18. Brief of HZL role
 Engineering interventions for sustainability control and reduction of air pollution, dust
and land pollution. Reduced mist emissions from acid plants by Impact type candle
filters. Acid mist emission from Zinc cell house Debari by CFD analysis based ventilation,
dust control at ore dressing plants etc. Cost reduction of FGD for CPP. Proposed
innovative use of metal oxides Vs lime for Flue Gas Desulphurization (FGD) at CPP
Rs280 cr vs Rs 320 cr, compared established and new technologies. This saves
requirement of gypsum tailing pond and or ammonia slip in ammonia desulphurization
technology.

19. Hindalco –Mahan and Renukoot role
 Worked in Hindalco for 19 years at smelters.
 Headed pot room maintenance at Renukoot
 GM, Mechanical of Mahan smelter project from concept to almost commissioning,
(Main focus -Coordination with consultant Engineers India Limited and Licensor
AP, France)
 Pot room gas treatment centre owner through 1993 to 2012. GTC operated as service
and profit centre and not as a compliance centre.
 Project and technology owner for Bake Oven Fume treatment Plants at Renukoot
and Mahan.
 Reduction Plant IMS Leader and coordinator at Renukoot
 Process control for a simpler process like Fume treatment and I am a certified quality
engineer. I was also member of Quality Management @ WCM.

20. Thanks a lot and hope to Interact with you at the
earliest and start with MCOE.
sandeepgp1970@gmail.com