Have you ever wondered what it’s like to build something so big that you could fit a football field inside just one of its machines? At Sohar Port in Oman, the new iron ore pelletising plant is exactly that: a facility so vast, it feels like stepping into a world of steel, heat, and teamwork. However, it is not just the size of this project that makes it truly remarkable. It’s the fact that the LEAN approach shaped every person, every shift, and every step.
The plant in simple terms
Imagine you’re holding a handful of fine, dusty iron ore. As it is, it’s too powdery to be used in steelmaking. It needs to be transformed into small, robust, round pellets that can withstand the intense heat of a steel furnace. This is the job of the new plant.
All of this takes place in a facility designed to produce six million tonnes of pellets every year – the largest single-kiln pelletising plant in the Gulf region.
What did KAEFER deliver?
Refractory installation:
KAEFER lined the inside of the plant’s hottest areas (the grate, kiln and cooler) with 8,000 tonnes of heat-resistant material to protect the steel structure from extreme temperatures – it was like building a giant, industrial pizza oven.
Anchor welding:
Nearly 1 million stainless steel anchors were installed, each 8-25 cm long, to hold the refractory lining securely in place. Imagine wall hooks on a massive scale to ensure the protective layer never slips, even at 1,300°C.
Scaffolding:
KAEFER built and adapted 46,000 m³ of scaffolding, which allowed teams to reach every corner and curve of the plant, despite uneven ground and the constant changes brought about by the arrival of new equipment.
Dry-out support:
KAEFER helped to safely heat up the newly installed refractory lining, slowly evaporating moisture over 106 hours to prevent cracking, through careful coordination and technical support.
LEAN at the heart of things
When KAEFER won the contract for the Jindal Steel Sohar Pelletising Plant, the technical scope was enormous. However, from the very first meeting, it was clear that LEAN would form the foundation of the project, rather than just providing support methodologies. LEAN was not an afterthought – it was integral to the project from the tender phase to the last brick laid.
Even before a single anchor was welded, the team set ambitious LEAN targets that were 10% higher than the industry norm. Everyone, from planners to scaffolders, underwent dedicated LEAN training. A local LEAN leader was appointed, and daily routines were organised around LEAN meetings, Gemba walks and waste walks. The message was clear: every person, every shift and every improvement counts.
Empowering people, one person at a time
For many on the team, LEAN was a new concept. But that didn’t last long. Over 50 employees received hands-on LEAN training. Daily check-ins became an opportunity to share ideas, raise concerns and celebrate progress. The culture of the jobsite shifted; instead of just waiting for instructions, people started looking for ways to streamline processes, enhance safety, and improve efficiency.
The result? Over 20 Kaizen initiatives, each one a story of practical improvement. For instance, when the lifespan of the gunning pad was increased from 5 to 8 tons per unit, this wasn’t just a technical solution: it was a suggestion from a worker, which was trialled and adopted, leading to significant cost savings for the project. Same happened, when the team repaired a feeding bowl – a component used to transfer the gunning material into the gunning machine – instead of replacing it. Both examples show what occurs when a team is empowered to ask, ‘Can we do this better?’
Facing challenges together
The Sohar project certainly had its fair share of challenges. Machine breakdowns, heat stress and changing jobsite conditions all threatened to hinder progress. However, rather than viewing these as problems, the team embraced them as opportunities to apply LEAN methods. Waste Walks identified bottlenecks. HOTT and 5S tools streamlined workspaces. Health checks and hydration routines became part of the daily rhythm, ensuring safety and well-being of the crew.
Even the 46,000 cubic metres of scaffolding became a showcase for LEAN. The team adapted designs in real time, collaborating with other contractors to ensure continuous progress. There was constant communication, and solutions were shared across the organisation, ensuring that best practices became common practice.
LEAN as a community effort
At KAEFER, the power of LEAN comes not just from the tools, but also from the trust and collaboration it fosters. LEAN forums and internal meetings became places to exchange ideas, not only within the Sohar team, but also across Oman and beyond. Although the Corporate LEAN team was always available to offer guidance, the real momentum came from people on site. LEAN became a language that everyone spoke – a way of working, not just a set of directions.
As the largest single-kiln pelletising plant in the Gulf nears completion, the numbers are impressive. However, the real legacy lies in the culture of continuous improvement, empowerment and pride. LEAN didn’t just help KAEFER deliver on time and on budget – it also helped to build a team that is ready for the next challenge, wherever it may be.
At KAEFER, we know that the biggest transformations often start with small steps taken by everyone, every day. That’s the heart of LEAN. And that’s why, when it matters most, you can count on the KAEFER Team.
Note: Written by humans – with a little help from GenAI. This article combines human understanding and intelligent digital tools to bring KAEFER stories to life.