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    Bahodopi SMEDY Final

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    Samuel samuel
    1. The project aimed to increase PT TCM's Domestic Market Obligation (DMO) from 699,000 tons in 2018 to 1,200,000 tons or 25% of planned production in 2019 by adapting processes to meet domestic buyer quality requirements. 2. Key changes included modifying equipment, adjusting mining operations, and sourcing coal seams to improve quality. Risks around penalties, blockages, and excess coal were mitigated. 3. The results were successful with the DMO reaching 1,386,331 tons, exceeding the target. This generated $14.3 million in additional profit from sales to domestic buyers.

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    Bahodopi SMEDY Final

    Uploaded by

    Samuel samuel
    61 views26 pages
    1. The project aimed to increase PT TCM's Domestic Market Obligation (DMO) from 699,000 tons in 2018 to 1,200,000 tons or 25% of planned production in 2019 by adapting processes to meet domestic buyer quality requirements. 2. Key changes included modifying equipment, adjusting mining operations, and sourcing coal seams to improve quality. Risks around penalties, blockages, and excess coal were mitigated. 3. The results were successful with the DMO reaching 1,386,331 tons, exceeding the target. This generated $14.3 million in additional profit from sales to domestic buyers.

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    Bahodopi SMEDY final

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    1. The project aimed to increase PT TCM's Domestic Market Obligation (DMO) from 699,000 tons in 2018 to 1,200,000 tons or 25% of planned production in 2019 by adapting processes to meet domestic buyer quality requirements. 2. Key changes included modifying equipment, adjusting mining operations, and sourcing coal seams to improve quality. Risks around penalties, blockages, and excess coal were mitigated. 3. The results were successful with the DMO reaching 1,386,331 tons, exceeding the target. This generated $14.3 million in additional profit from sales to domestic buyers.

    Copyright:

    © All Rights Reserved
    Download as PDF, TXT or read online from Scribd
    Download as pdf or txt
    61 views26 pages

    Bahodopi SMEDY Final

    Uploaded by

    Samuel samuel
    1. The project aimed to increase PT TCM's Domestic Market Obligation (DMO) from 699,000 tons in 2018 to 1,200,000 tons or 25% of planned production in 2019 by adapting processes to meet domestic buyer quality requirements. 2. Key changes included modifying equipment, adjusting mining operations, and sourcing coal seams to improve quality. Risks around penalties, blockages, and excess coal were mitigated. 3. The results were successful with the DMO reaching 1,386,331 tons, exceeding the target. This generated $14.3 million in additional profit from sales to domestic buyers.

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    Bahodopi Team

    “Meningkatkan Domestic Market


    Obligation (DMO) PT. Trubaindo Coal
    Mining tahun 2019”
    1. Background
    2 Build coal portfolio that
    together with blending and
    trading initiatives, matches to
    serve all our target market
    segments

    1
    1. Background
    Indonesian Regulation

    4 x DMO Realization

    5-10 $/ton
    2
    1. Background
     Data DMO 2016-2018
    DMO/Year 15%
    Plan Actual
    1,750
    1,300 1,150
    739 552 699

    2016 2017 2018

     Quality of TCM Coal that is not in accordance with domestic demand


    RQC OFRQC
    DOMESTIC BUYERBUYER TCM QUALITY
    OF DOMESTIC TCM QUALITY
    PRODUCTION
    PRODUCTION
    (CV-Kcal/Kg)
    (CV-Kcal/Kg)
    (CV - Kcal/Kg)
    (CV - Kcal/Kg) HCVLSHCVLS HCVHSHCVHS
    Vale Vale 6000 6000
    Indocement
    Indocement 6700 6700
    Sinarmas
    Sinarmas 6100 6100 68846884 72437243
    SMI SMI 6300 6300
    Freeport
    Freeport 6000 6000 3
    4
    "Increasing the DMO of PT. TCM
    from 699,000 tons in 2018 to
    1,200,000 tons or 25% of the
    planned production in 2019 "
    2. Project Summary
    Initial Status Expected Results

    DMO <25% DMO >25%

    Domestic price 70 USD/ton Global Coal Newcastle Index

    Penalty export 5 USD/ton No penalty export

    Customer Complain Customer Satisfaction

    No Potential Buyer New Potential Buyer

    5
    6
    Optimized Budget Department 2019
    (No additional budget special for DMO customer)
    2. Project Summary
    Cross Function
    1
    Bahodopi Team ITM Jakarta : CQM &Sales Comp., Sales & Marketing, CBIC
    TCM : Coal Port Logistic, Coal Processing Plant, Maintenance

    Anggota Group Leader Promotor


    Nurul F, Ansarullah Ratri Nur A. Tulus S. Situmeang
    Ardy K. Zulhendra, Hidayatullah, Firman, Secretary Facilitator
    Canberiansyah Robertus D. Zaini Agung

    3
    8
    3. Execution
    WHY ??

    110Kton/Month

    Global Coal
    Newcastle Index

    Quality

    Freeport
    Cost

    8
    9
    3. Execution
    Required Quality Confirmation SMI
    Typical Spec Contract Rejection
    Total Moisture (ARB) 13.5% >15%
    Inherent Moisture (ADB) 8%
    Ash Content (ARB) 6.5% >9%
    Volatile Matter (ARB). 39.5%
    Fixed Carbon (ARB) By Difference
    Total Sulphur (ARB) 1% >1.2%
    Gross Calorific Value (ARB) 6,300 Kcal/kg <6,000 Kcal/kg
    HGI 50 <45
    Phosphorous (P2O5) 0.3%-0.8%
    Phosphorous (ADB) 80-250

    Phosphorous (Dry Basis) 120


    Sizing 0-50mm 85%
    Sizing >50mm 15%
    9
    Sizing >20mm 25% <25%
    10
    1
    October
    2018
    Bypass
    modification
    crusher CR
    3

    10
    11
    3. Execution
    2
    February Act +67

    2019 Act +57

    Selection
    Seam & PIT
    Act +50
    base on HGI
    and burning
    test

    4
    12
    3. Execution
    3
    March
    2019
    Adjust primary
    crusher from 15
    cm to
    20 cm.

    12
    13
    3. Execution
    4
    April
    2019
    Hopper 1
    modification
    special for SMI
    Tunnel 6
    without using
    crusher and
    stockpiling at
    Tunnel 6
    4
    14
    3. Execution SB 1 ROM 6

    5
    April
    2019
    ROM Special
    SMI –
    Minimized
    dozing
    process

    14
    15
    3. Execution
    6
    September
    2019
    Direct dump
    DT 30 tons to
    Tunnel 6

    15
    16
    3. Execution
    Risks Mitigation

    1. Penalty transfer quota to 1. Looking for domestic buyers who are willing to
    accept TCM coal quality
    the government of 5-10 $ / 2. Meet the specific demands of local buyers for the
    ton coal products by RQC

    2. Blocked 1. Enlarge grizzly size in SMI hopper 1 : 50x50 cm


    2. Removing grizzly in tunnel 6
    “Hopper and Tunnel”
    3. Break up the stuck coal over than grizzly size by
    excavator
    20 x 20 cm

    3. Belt Ripped 1. Laminating hopper plate by hard dock material


    2. Install impact bar to prevent the coal directly
    goes to belt conveyor.

    4. Re-handling process 1. Special ROM SMI and minimized process dozing


    2. Direct dump to tunnel 6 PSY Bunyut

    5. Over stock coal non SMI 1. Arrange hauling sequences


    2. Shift Day : Hauling SMI product 50 x 50 cm
    Shift Night : Hauling coal regular (non SMI) 16
    17
    4. Project Result

    17
    18
    4. Project Result
    Project Achievement

    team

    11 9 Department Optimized ROM, Hopper No additional Budget Adaptive System


    Month and DT

    18
    19
    4. Project Result
    Actual Budget Project

    19
    20
    4. Project Result

    Actual DMO
    end of September 2019
    1.386.331 tons116%

    Plan DMO 2019


    1.200.000 tons
    20
    4. Project Result
    Tangible
    Profit  SMI Tonnage x (FOB - Cost to Vessel)
    14.318.318 USD
    = 1,144,450 ton x (74,67 – 62.16 USD/ton)

    2.505.420 USD Penalty export  Plan DMO 2019 – Act. DMO 2018) x penalty
    = (1.200.000 - 698.916 ton) x 5 USD/ton

    1.391.465 USD Surplus Outlook DMO 2019  (Outlook DMO 2019 – plan DMO 2019) x penalty
    = (1.478.293 tons – 1.200.000 tons) x 5 USD/ton

    Total 18.215.203 USD


    21
    22
    4. Project Result
    Intangible
    Contract Compliance Culture

    110 ktons/month DMO >25% and No Penalty Export

    No Penalty Quality Additional Buyer Prospect

    No penalty TS>1,20% Ar Virtue Dragon Industry dan PTFI (PG).

    New Product Creation


    Customer Satisfaction
    Product HCVHS SMI TS 1,2%-size >20mm
    18
    TS 0.8 %
    23
    5. Learning & Development
    Information
    Knowledge Sharing Development
    Management

    • Report Blending Plan of


    Mahakam shipment
    • Weekly Coal Flow Melak • Next project  Achieved
    • Management Monthly DMO Bharinto Ekatama
    Meeting • Adaptive to all site ITM
    • ITM Coal Flow Subsidiary
    • Marketing Meeting
    • Coal Business Meeting

    20
    24
     Work to achieved DMO
     Adaptive from the governments regulation
     Be agile and success by cross function team
    “Striving for the Future”

     Initiate new method of production


     Optimized ROM and DT
     Re-operated Hopper 1
    “New ideas, New solutions”
     Work smart and efficient

     ITM Strategic Pyramid


     Cost reduction program
     Be open for other person’s opinion
    “Success is the only option”
     Concern environment to encourage sustainable development

    24
    Bahodopi Team

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