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LIMESTONE CRUSHING PLANT LOAD MANAGEMENT Jaco Snyman 2012-08-15

LIMESTONE CRUSHING PLANT LOAD MANAGEMENT Jaco Snyman 2012-08-15. CEMENT MANUFACTURING. ENERGY USAGE OF THE CEMENT MANUFACTURING INDUSTRY. Industry consume 30 – 70% of total energy Malaysia & Iran: 12 – 15% of industrial energy used for cement manufacturing

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LIMESTONE CRUSHING PLANT LOAD MANAGEMENT Jaco Snyman 2012-08-15

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  1. LIMESTONE CRUSHING PLANT LOAD MANAGEMENTJaco Snyman2012-08-15

  2. CEMENT MANUFACTURING

  3. ENERGY USAGE OF THE CEMENT MANUFACTURING INDUSTRY • Industry consume 30 – 70% of total energy • Malaysia & Iran: 12 – 15% of industrial energy used for cement manufacturing • Energy source: 75% Fossil fuel, 25% Electrical

  4. ELECTRICAL ENERGY USAGE OF CEMENT PLANTS • Typical 110 – 120 kWh per ton of cement produced

  5. ENERGY SAVINGS – PREVIOUS STUDIES • No comprehensive review on energy usage & savings up to 2012 • Recent studies estimate: • Grinding energy can be reduced with 10 – 20% by increasing mill efficiency & schedules. • Waste heat from pyro processing can be used to increase efficiency with 2 - 10%.

  6. ENERGY SAVINGS – CRUSHING PLANTS • Why? • Global cement production of 3.5 Gtons (2011) translates to estimated global crusher energy consumption of 12 282 GWh. • 10% saving = 102 MW Daily energy efficiency • Very limited studies on crushing plants

  7. CASE STUDY - OVERVIEW OF THE CRUSHING PLANT • Operate according to production requirements • 2x 50kton Stock piles, one loaded and one reclaimed

  8. REDUCING ENERGY COST OF THE CRUSHING PLANT • Determine required stock-pile levels using: • Present stock levels (raw meal, clinker & cement) • Sales forecast • Optimise crusher running schedule to: • Avoid running during Eskom peak periods • Maintain minimum required stock • Accommodate optimised maintenance schedules • Update proposed daily, weekly and monthly schedules on a daily basis

  9. RESULTS - ENERGY • Proposed and actual baseline for April 2012

  10. RESULTS - STOCK

  11. CONCLUSION • Savings not realised due to: • Unexpected equipment failure • Unexpected sales & lack of confidence in proposed schedules • Negative attitude from personnel • Average peak time saving of 1.2 MW possible in this study • Global saving of 102MW possible, 50% in China • Address challenges to realise potential savings

  12. QUESTIONS ?

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