Tunis El-Manar University

National Engineering School of Tunis

Industrial Engineering Department

Groupe Chimique Tunisien

OBSERVATION TRAINING REPORT

Prepared by:
AZZOUZ Houssemddine
Supervised by:
ABASSI Lamjed & SANOUNI Aymen
2015/2016

Acknowledgements

I would like to pay special tribute to all the people who contributed in a way or another in
the making of this work.
Special thanks to my supervisor Mr. SAANOUNI Aymen for his great advices, light spirit
and wise guidance.
I wish this paper would be of a good value to the employees in Groupe chimique Tunisien
and for the students and teachers in the National Engineering School of Tunis.

TABLE OF CONTENTS
Summary .................................................................................................................................... 5
1. INTRODUCING THE HOST INSTITUTION ...................................................................... 6
1.1. Introduction .................................................................................................................. 7
1.1.1. Overview ............................................................................................................ 7
1.1.2. Timeline ............................................................................................................. 7
1.1.3. Mdhilla-I Factory ............................................................................................... 8
1.1.3.1. Departments and divisions .............................................................................. 8
1.1.3.2. Organization chart ......................................................................................... 10

2. TSP PRODUCTION PROCESS .......................................................................................... 11

2.1. The chemistry behind everything ............................................................................... 12
2.1.1. Making sulfuric acid ........................................................................................ 12
2.1.2. Making phosphoric acid ................................................................................... 12
2.1.3. Making TSP ..................................................................................................... 12
2.2. Functional analysis of the production cycle ............................................................... 13
2.2.1. Level A1: Producing sulfuric acid ................................................................... 14
2.2.2. Level A2: Producing phosphoric acid .............................................................. 14
2.2.3. Level A3: Production of TSP ........................................................................... 16

3. MECHANICAL MAINTENANCE UNIT .......................................................................... 17

3.1. Introduction ................................................................................................................ 18
3.2. Industrial maintenance ............................................................................................... 18
3.2.1. Definition and purpose of maintenance ........................................................... 18
3.2.2. The work of the maintenance unit.................................................................... 18
3.2.3. Types of maintenance ...................................................................................... 19
3.2.4. Levels of maintenance ..................................................................................... 20
3.2.5. The diagnosis procedure .................................................................................. 20
3.3. Machinery .................................................................................................................. 22
3.4. Example: maintenance of a Rotary cup atomizer ................................................... 24

4. CONDITIONS OF WORKERS IN THE MDHILLA-I PLANT ......................................... 26

4.1. Working conditions .................................................................................................... 27
4.1.1. Work hours .................................................................................................... 27
4.1.2. Transportation ................................................................................................ 27
4.1.3. Security .......................................................................................................... 27
4.2. Interaction and relationships between the employees ................................................ 28

CONCLUSION ........................................................................................................................ 29
BIBLIOGRAPHY .................................................................................................................... 30
WEBOGRAPHY ...................................................................................................................... 30
APPENDIX .............................................................................................................................. 31

List of figures
Figure 1: Regional management organization chart. .................................................... 10
Figure 2: Level A0 SADT ............................................................................................ 13
Figure 3: Level A1 SADT ............................................................................................ 14
Figure 4: Level A2 SADT ............................................................................................ 15
Figure 5: Level A3 SADT ............................................................................................ 16
Figure 6: Structure of a diagnosis procedure ................................................................ 21
Figure 7: The three lathes in the mechanical maintenance unit. .................................. 22
Figure 8: Drill ............................................................................................................... 23
Figure 9: Folding machine for sheet metal ................................................................... 23
Figure 10: Milling stone ............................................................................................... 23
Figure 11: Vertical mill ................................................................................................ 23
Figure 12: Bridge Crane and its control panel.............................................................. 24

List of tables
Table 1: Timeline of GCT .......................................................................................................... 7
Table 2: Levels of maintenance ............................................................................................... 20

Summary

The worker apprenticeship occupies an important place in the study course of an engineer.
Throughout the period of the training that lasts a month, the trainee will be initiated to the
industrial tissue. This initiation will give the trainee the chance to examine closely the
different levels of organization, the different units of an industrial facility and the interactive
professional relationship between the employees within the host institution. But above all, it is
a prominent occasion to explore and to discover different technologies, processes and
manufacturing techniques that can only be fully understood through close examination. The
apprenticeship will be supervised by a qualified engineer from the host institution to ensure
efficient coaching and proper guidance to the trainee.
My host institution is the Groupe Chimique Tunisien (GCT), French for Tunisian
Chemical Group. I chose the Mdhilla-I Factory to conduct my first engineering
apprenticeship. The 30-day experience provided me with different levels of knowledge and
experience that I am happy to introduce through this paper. The report is divided to two
related by independent parts; the first will be an introduction to GCT and a close look at the
Mdhilla-I Plants different units and technical particularities, whilst the second section will be
dedicated to the work environment and relationship between the employees working on the
site.

1. INTRODUCING THE HOST

INSTITUTION

1.1. Introduction:
1.1.1. Overview:
Phosphate is an important inorganic ore. Phosphate is usually mined before being chemically
processed in order to make different products that have varied uses from agriculture fertilizers
to industry related compounds. In Tunisia, phosphate was discovered in 1885 by the French
geologist Philippe Thomas in the region of Mtlaoui. This discovery was behind the birth of
the Compagnie de phosphates et des chemins de fer de Gafsa in 1897 to extract the mineral.
After a long period of mere extraction of raw phosphate, which was exported to be
transformed outside Tunisian soil, a chemical industry was founded to ensure transforming
phosphate nationally. In 1952, the first core of the Groupe Chimique Tunisien GCT was
found under the name of SIAPE: Socit Industrielle des Acides Phosphoriques et Engrais
with the a production site in Sfax. Forty years later, the GCT is a 476,084.064 TND capital
company owned by the Tunisian government operating more than six production sites.

1.1.2. Timeline:
The GCT was created through different stages consisted of multiple fusions between
independent entities that are illustrated in the timeline below:
Table 1: Timeline of GCT
1952

Creation of the TSP: Triple Superphosphate plant in Sfax under the name of
SIAPE (Socit Industrielle des Acides Phosphoriques et Engrais)

1972

Startup of MGA (Merchant Grade phosphoric Acid) plant in Gabs under the
name of ICM (Industries Chimiques du Maghreb)

1979

Startup of the DAP (Diammonium Phosphate) plant in GABES under the

name of SAEPA (Socit Arabe des Engrais Phosphats et Azots)

1983

Startup of the AN (Ammonitrate) plant by SAEPA

1985

Startup of Engrais de Gabes (EG) for the production of DAP in Gabs

Creation of Industrie Chimique de GAFSA (ICG) for TSP production at
Mdhilla

1988

Creation of the Skhira plant for the production of Phosphoric Acid and MGA

1989

Absorption of ICM, EG and ICG by SIAPE

1994

Merger of SIAPE and SAEPA and creation therefore of GCT

1994
1996

Merger of Chairmanship of CPG and GCT by appointing a single common

Chairman and General Manager
Merger of commercial structures of CPG and GCT.

The GCT is a one of the world leaders in the production of chemical phosphate based
products. Its main goal is the transformation of the phosphate producing by the CPG
7

(Compagnie de Phosphates de Gafsa), distributing the made products ensuring maximum

profit and developing needed techniques to ensure the continuity of its production.

1.1.3. Mdhilla-I Factory:

The Mdhilla-I factory is located 14 km south of the south-western city of Gafsa and 4
km north of the phosphate production facility of Mdhilla (operated by CPG: Compagnie de
Phosphate de Gafsa). It started its production in March 1985. It produces three major
products. The sulfuric acid and the phosphoric acid used as admixtures for the process of
making TSP: Triple Superphosphate a French commercial acronym for Monocalcium
Phosphate Ca(H2PO4)2 , not to be confused with the English TSP acronym for Trisodium
Phosphate Na3(PO4). The factory produces 1500 metric tons of sulfuric acid per day, 480
tons/day of phosphoric acid and 1400 of TSP. The production is continuous through a 24 our
83 cycle.
TSP is transported by trains to the city of Sfax where GCT have storage facilities. The
product is then exported via Sfaxs port.
In addition to making TSP, the Mdhilla factory also produces electricity. In fact, the utility
service has a production capacity of 50 MW/h that powers the plant. Any excess of
production is sold to STEG: Socit Tunisienne dElectricit et de Gaz
The Mdhilla-I factory was founded as an independent company named Industrie
Chimique de Gafsa. Later, under efforts made by the Tunisian government to organize and
unify the different companies working in the chemical transformation of phosphate, ICG was
absorbed by SIAPE. The new founded alliance was renamed GCT. Therefore numerous
changes were made to the structure of the company. The organization chart of the company is
continuously enhanced to meet productivity and management needs. The Mdhilla-I factory
currently is affiliated to the Regional Management of GCT in Gafsa, a Gafsa-based
administration that controls the production and the decision making related to the factory.

1.1.3.1. Departments and divisions

Security division :

This division enforces the respect of security precautions through disciplinary

measures and raising awareness. This service continuously provides workers with equipments
and information necessary to their protection.

Supply division:

It ensures the supply of the different spare parts, raw materials and equipments needed
by the plants production units.

Quality control division:

This division provides quality control of the received raw materials (sulfur, phosphate,
etc.) and the plants products (TSP, phosphoric acid, etc.) as well as the production processes
8

and machines.

IT division:

The Information Technology division is responsible for the acquisition of computers,

printers, scanners or any other related equipment. It also installs and uninstalls software and
anti viruses.

Production division:

Utility unit:
The utility unit primarily looks after the supply of electricity, compressed air, distilled water
and industrial water.
Sulfuric Acid Production Unit: SAPU
This unit produces sulfuric acid by combustion of sulfur and absorption of SO3. Its mean
production is 1500 tons per day.
Phosphoric Acid Production Unit: PAPU
PAPU produces phosphoric acid H3PO4. This process involves wet phosphate and sulfuric
acid.
TSP Production Unit: TSP PU
Its consisted of two main production lines. The inputs are phosphoric acid and dry phosphate
while the output is granulated TSP.
Receipt/shipping unit:
Receipt of different orders and shipment of TSP to Sfax is ensured by this unit.

Maintenance division:

The maintenance division is crucial to the plant. Its responsible of repairing any
sudden breakdowns and making preventive maintenance. It consists of:

Mechanical maintenance unit

Methods bureau

Electrical maintenance unit.

1.1.3.2. Organization chart:

Regioanl Management
Financial division
Financial department
Accountability division

Supply department

Storage department

IT services department

Environmental department

Projects department
Quality control department

Mdhilla Plant
Management
Mechanical Maintenace unit + Methods Bureau

Maintenance division
Electrical Maintenace unit
Water supply unit
Sulfuric acid production unit
Sulfuric acid production unit

Production Division

Utility unit

TSP production unit

Administration
Receipt/shipping unit

Security division

Figure 1: Regional management organization chart.

10

2. TSP PRODUCTION PROCESS

11

The final product of the Mdhilla-I plant is TSP for Triple Superphosphate. The production
of TSP goes through different steps and complicated machinery. Nevertheless, the production
cycle can be decorticated to three different main processes which are: the manufacturing of
sulfuric acid, the manufacturing of phosphoric acid and the manufacturing of TSP.
Each step is based on a chemical reaction and relies on a series of interventions by machines
to ensure the presence of optimal conditions for the reaction to take place properly
(temperature, pressure, transfer of matter, etc.).
In a first approach, the next section we will be taking a look at the different chemical
reactions used in the production cycle.

2.1. The chemistry behind everything:

2.1.1. Making sulfuric acid:
The first step is to create H2SO4 through the combustion, conversion and absorption of sulfur
and its variants.
Combustion: S(l)
Conversion:
Absorption:

+
SO2
SO3(g)

+
+

O2

O2
H2O(l)

SO2
SO3
2

(g)

H2SO4

The sulfuric acid is a sub-product that is only being produced to help manufacture
phosphoric acid.

2.1.2. Making phosphoric acid:

This is the first time phosphate is introduced into the equation. Raw and wet phosphate
Ca10(PO4)F2 containing extra elements such as calcium and fluorite, is added to the previously
made sulphuric acid in order to obtain phosphoric acid H3PO4.
Ca10(PO4)6F2 + 10 H2SO4 + 2 H2O 6 H3PO4 + 10 CaSO4 + 2 H2O + 2 HF
After the phosphoric acid is made, all the needed ingredients to make TSP are ready.

2.1.3. Making TSP:

In this set of operations, the phosphate is processed dry. The relations behind the process are
the following:
1st Reaction:
Ca(PO4)2(sd) + H3PO4(l) 3CaHPO4(sd)
This first reaction produces CaHPO4(sd). This product is going to be remixed with the
phosphoric acid in order to obtain monocalcium phosphate.
2nd Reaction:
Ca(PO4)2(sd) + H3PO4(l) 3CaHPO4(sd)
Finally, Triple Superphosphate is produced, concluding the three steps process. However,
this chemical scientific explanation is the theory behind the process and making these
12

reactions happen will be ensured by machines. Therefore, the next part of the report will be
dedicated to study the production cycle from a functional and technical point of view.

2.2. Functional analysis of the production cycle:

Multiple and complex systems are installed on site to keep the 24/7 production cycle going
without interruptions creating and recreating over and over again the previously mentioned
chemical reactions. Because of the complex nature of the chemical processes used it is
necessary to resort to a functional analysis method in order to uncover the technical solutions
built to meet the conditions needed to manufacture the products made in the plant.
The chosen method in this report is SADT: Structure Analysis and Design Technique.
Level A0 SADT:
Water
Electricity and

Fuel
Program and adjustment

Pneumatic energy

Raw sulfur + wet

phosphate + dry
phosphate

Production of TSP
(Monocalcium
phosphate)

TSP
Fluorine gas HF
A0

Phosphogypsum

Mdhilla I Plant
Electricity
Pneumatic energy
Fuel

Raw
sulfur

Water

Producing sulfuric
acid

Sulfuric acid

A1

Sulfuric acid
production unit

Fluorine gas HF
Phosphogypsum

Producing
phosphoric acid
Wet phosphate

Phosphoric acid

A2

TSP

Producing TSP

Phosphoric acid
production unit

Figure 2: Level A0 SADT

A3

Raw phosphate

TSP production unit

13

A0

2.2.1. Level A1: Producing sulfuric acid:

First, sulfur is introduced in a melting tank. Tubes transmit steam into the tank. The contact
between steam and sulfur causes the sulfur to melt. Next, liquid sulfur is transferred to a
furnace to be combusted into sulfur dioxide SO2. Later, SO2 is introduced to a converter
which is a cylindrical unit containing beds of catalytic converters. Reacting with catalytic
converters SO2 becomes SO3. Afterwards, SO3 is injected into an absorption tower, that
absorbs air from the atmosphere creating water molecules. These molecules react with SO3 to
give H2SO4: sulfuric acid. Finally, H2SO4 is cooled in a heat exchanger.

Figure 3: Level A1 SADT

2.2.2. Level A2: Producing phosphoric acid:

This unit transforms wet phosphate and sulfuric acid into phosphoric acid through these
steps:
Phosphate is mixed with water to form dough.
The dough is introduced into a reactor. Then it is sprayed with sulfuric acid and mixed
continuously with agitators. Resulting sulfuric gas HF is evacuated through chimneys.
Next, the dough is transferred to another secondary agitator to be cooked further.

14

Afterwards, a rotary filter filters the dough to extract phosphoric acid. Three levels of acidity
are recovered by the operation:
High concentration acid: goes to storage.
Medium concentration acid: to be reinserted in the first reactor to enhance the process.
Low concentration acid: stays in the filter to moister the dough.

Figure 4: Level A2 SADT

2.2.3. Level A3: Production of TSP:

This unit transforms dry phosphate and phosphoric acid into monocalcium phosphate also
known as TSP.

15

Phosphate is first grinded. Then the small phosphate particles are mixed with phosphate acid
forming TSP. Next the product gets into a phase of ripening. Finally, the product gets
granulated and becomes ready for storage.

Figure 5: Level A3 SADT

3.

16

MECHANICAL MAINTENANCE
UNIT

17

3.1. Introduction:
The mechanical maintenance unit is crucial to the functioning of the Mdhilla-I plant. It is
situated inside the factory in proximity to the different production units. It provides
instantaneous and continuous maintenance services.
Its primary role is to repair any technical break-downs in the mechanical parts of the
machinery. This type of intervention is called remedial maintenance.
Maintenance can also be preventive, i.e. it is performed before a break-down takes place. It
aims reducing costs and avoiding production disorders through close examination of machine
components, replacement of deficient parts, reporting probable malfunctions and checking for
potential waste of energy and resources.
The maintenance department can also be involved in the development of new tools and
techniques within the institution. The units involvement in different departments of the plant
gives it a wide scope of work and examination that enables it to be very active in a
reconstruction and enhancement process.
The following chapter will discuss the maintenance as multidimensional discipline. It
contains a brief historic overview of maintenance, the different types of maintenance, etc..

3.2. Industrial maintenance:

3.2.1. Definition and purpose of maintenance:
Maintenance involves fixing any sort of mechanical, plumbing or electrical device should it
become out of order or broken; known as repair, unscheduled, or casualty maintenance. It also
includes performing routine actions which keep the device in working order; known
as scheduled maintenance or prevents trouble from arising; preventive maintenance.
The purpose behind maintenance operations differs according to one given companys
policy. However, these different policies share a number of similarities such as:

Ensuring the availability of a components, product, service, etc.

Securing employees and equipment.

Ensuring the quality of both processes and products.

Respecting all environmental legislations.

In order to achieve these goals, a strategy is required. This strategy consists of the
development of maintenance procedures and guidelines that organize the use of equipments
and the deployment of employees. It also cares for the classification, purchase and
replacement of spare parts.

3.2.2. The work of the maintenance unit:

The maintenance unit actually has a variety of tasks to fulfill. Because it is related to the
different other units of the plant, it must coordinate its work with them. In the Mdhilla I
18

factory the mechanical maintenance unit also includes the methods bureau. The methods
bureau chief (an engineer) and maintenance engineers work side by side.

The tasks of the maintenance unit can be decorticated to the following list:

Elaborating a maintenance scheme:

A plan of the maintenance operations is defined, containing concrete measurable goals, which
respond efficiently to the maintenance strategy.

Preparations:

It consists of preparing all the environment of a maintenance operation; machines, tools, etc.
Reunions are often planned when the maintenance engineers arrive to discuss the daily
objectives. This type of preparation puts the workers in the perspective of the operations and
allows faster response when the work starts.

Ordering:

Ordering is orchestrated by the methods bureau. Ordering is important. The parts ordered
should match the quality standards of the company. Therefore, the methods bureau is ought to
make sure the articles of the provider match the desired criteria.

Execution:

The execution operation consists of transforming the plans into facts by using the preprepared equipments according to the provided strategy. Its simply the essence of the work
of the maintenance unit.

Management:

A unit is a complex organism that needs to be managed carefully. Some of the operation
should be organized and supervised in real time; interventions and execution operations,
while budget control and stock management is planned ahead.

3.2.3. Types of maintenance:

Corrective maintenance:

It is performed after a break-down is identified. Its goal is to make the system regain its
normal standardized functioning. Corrective maintenance concerns not only break-downs that
affect (stop) the production cycle, but also concerns break-downs that do not hinder the
production directly. Maintenance in this case can be either urgent, demanding effective instant
measures, or it can take time i.e. permanent solutions that need time to be implemented.

Preventive maintenance:
It is performed following a schedule. It aims at reducing the probability and

occurrence of an often observed break-down. It can be systematic, executed in equal time

intervals to a specified number of systems. Or it can be conditional, based on observing some
19

criteria in the functioning of a system that indicate that a break-down is highly probable.

3.2.4. Levels of maintenance:

Table 2: Levels of maintenance
Level

Type of intervention

Engaged operator

Tools

Simple intervention (without

disassembly)

System operator

Tools priscribed in the

user manual.

Simple reparation that

consists of changing a
standardized part by a spare
one.

Technician

Work tools and spare

parts that are available
in the maintenance unit.

Identifying the causes of

break-down

Specialized
technician.

Tools and measurement

instruments.

Work team
supervised by a
senior officer.

Special equipment

All the available

employees are
deployed and
divided into teams.

Machine tools, work

tools, measurement
instruments, etc.

Or
Changing a component of the
(broken) system.

Highly important corrective

and preventive maintenance
operations.
(requires deep knowledge and
caution)

Renovation works, big sized

interventions

(Precise measurement
tools, CAD software,
etc.)

3.2.5. The diagnosis procedure:

A rapid detection of the possible break-downs will prevent both financial and time losses.
Therefore, the diagnosis procedure is of high importance. This procedure is systematic
consisting in the application of a number of precise steps. First, the procedure begins with
observing the symptoms of a break-down which is highly sensitive and crucial. Then, an
20

identification of the break-downs possible causes takes place. Finally, if the break-down is
highly possible, schedule a preventive maintenance operation.
The following graph illustrates the diagnosis procedure.

Suspicion of a break-down

Enumerating all probable causes

Making all logical hypothesis

Yes

Verify
Hypothesis
Repair

Bad functioning
Test the repair
Next
hypothesis
Good functioning
End
Figure 6: Structure of a diagnosis procedure

21

3.3. Machinery:
Alongside work tools which can be found in a standard tools box: screwdrivers, hammers,
wrenches, etc. the mechanical maintenance unit contains a variety of different machines such
as:

Two metal working lathes.

One vertical mill.

One folding machine.

A bridge crane for transport and lifting inside the unit.

Angle grinders, drills, etc.

Figure 7: The three lathes in the mechanical maintenance unit.

22

Figure 8: Drill

Figure 9: Folding machine for sheet metal

Figure 11: Vertical mill

Figure 10: Milling stone

23

Figure 12: Bridge Crane and its

control panel
Nevertheless, the machines are generally old (dating back to the 80s) especially the lathes
that are semi-automatic and outdated. No CNC machines are used.

3.4. Example: maintenance of a Rotary cup atomizer:

The rotary cup atomizer is used to inject fuel inside high temperature furnaces in order
to combust the fuel properly to reach desired temperature.
Therefore the well-functioning of the rotary cup atomizer is required. In order to ensure this,
preventive maintenance is often scheduled. However, in some cases the preventive
maintenance procedures can fail to detect unusual break-downs. In this case a remedial
maintenance is conducted.
The sketch of the Saacke SKV 200 rotary atomizer is represented in the figure in the
appendix 1. The datasheet also contains a detailed list of the machines components.

The first step of the operation is to detect the cause of the break-down. Conducting
tests, measurements, and making observations leads to narrowing the scope of the
probable causes.

If the deficient component is identified, the providers technical datasheet is

consulted to determine the reference of the component.

Once the reference is known and the component isnt available in storage, a purchase
procedure takes place; this procedure is conducted by the methods bureau and the

24

purchase division. Else, if the component is available in storage; the storage division
will provide it.

The final step is to install the new part and test it.

Problem 1: A rotation dysfunction is detected.

The shaft (15.1) is stuck. After disassembly, it turns out that the keyway is damaged. Its
dimensions are noted and sent to the mill technicians in order to make a new one.
Once the new keyway is installed, the rotation becomes regular again.

Problem 2: Fuel leaks are found in the disk (6)

The problem is due to the deterioration of sealers (6.22).

The sealers are available in storage. Five ones are required. An order form is filled by the
technician and approved by the methods bureau prior to be forwarded to the storage division.
After installation of the sealers, the leakage disappears.

25

4. CONDITIONS OF WORKERS IN
THE MDHILLA-I PLANT

26

4.1. Working conditions:

4.1.1. Work hours:
There are two work hours regimes:

Daily work regime:

Conventional timing: From 7 a.m. to 3 p.m. from Monday to Friday.

Summer timing: From 7 a.m. to 2 p.m. from Monday to Friday during the
months of June, July and August.

Workers of this regime enjoy all the public holidays of the Tunisian republic.

Shifted work regime: An interrupted regime of 38 hour shifts.

1st shift: From 6 a.m. to 2 p.m.

2nd shift: From 2 p.m.to 10 p.m.

3rd shift: From 10 p.m. to 6 a.m.

Shift work regime workers have two days off a week but continue their work all year
long without having holidays.

4.1.2. Transportation:
The transportation of the workers is provided by the company. Buses transport
workers from different points in the cities of Gafsa and Mdhilla to the plant site. Therefore no
transportation allowance is given to the workers. The buses timings are 6:45 a.m. and 2:05
p.m.

4.1.3. Security:
There is high risk of accidents in the Mdhilla-I factory. Vehicles (Lorries, bulldozers, etc.),
furnaces, machining tools, bridge cranes and chemical products can be very hazardous to the
workers.
Therefore numerous security measures should be taken:
i.

Safety outfit:
All the workers are required to wear special clothes that ensure maximum protection
against accidents. These wears are provided by the company. The security division is
responsible of the respect of the clothing code and enforcing it.
List of required clothing:

Ear protection.

Eye wear (goggles)

Helmets.

27

Gloves and face shields for welders.

Footwear: Safety shoes.

Special top wear for protection from phosphoric compounds and sulfuric gases.

ii.

Safety procedures:

Caution: Workers should be attentive while manipulating dangerous materials

and machines. Synchronization and comprehensive team work that spreads
consciousness is a must to avoid accidents.

Workers must respect the machines use conditions provided in manuals and
datasheets such as speed settings, choice of materials and proper tools.

Enforcing the wear of the safety outfit by the safety division.

4.2. Interaction and relationships between the employees:

The atmosphere in the factory is filled with tension. Workers arent satisfied with their
working conditions nor do they have good relationships.
The obscure procedures behind the recruitment of some workers and the spread rumors of
bribery within the factory create feelings of resentment.
The mechanical maintenance unit is overcrowded with workers. In a normal working day the
work is usually done by four or five workers maximum. While the remainder of the personnel
literally does nothing, gather and talk or even sleep.
This type of conduct gives place to many quarrels and problems between workers who are
unsatisfied with others lack of effort.
A lot of recruits are highly unqualified. This creates a huge gap between them and qualified
workers, a gap that complicates communication between coworkers.
There is no exchange of technical knowledge between technicians. As a matter of fact, every
worker seems to question the knowhow of all the employees including engineers.
Even though problems occur, they are well hidden by the employees to avoid wage cuts. The
senior officials i.e. engineers and managers are disconnected from the body of the workers.

28

CONCLUSION
The apprenticeship that I have passed in the Mdhilla-I plant was a milestone experience that
enabled me to examine the industrial tissue closely and discover the world of chemical
industry. I have learned many skills that were hidden from my scope of view prior to the
apprenticeship. My vision is broadened Ive discovered good communication, bilateral respect
and mutual understanding are a crucial part of the work of an engineer in an industrial facility.
I also came to the conclusion that the knowhow of an engineer is a never ending creative
process that needs to be updated regularly. It is also necessary to absorb as much information
as possible during the duration of the engineering school studies. Nevertheless, engineering
tools arent merely theoretical knowledge; they need to be built upon practical craftsmanship.
Overall, this apprenticeship gave me to further push my efforts in order to enhance my
engineering studies and be a better engineer.

29

BIBLIOGRAPHY

[1] Internal document GCT: Code PO/

05-2001, last update: 30/04/2010

[2] Internal document GCT: Code PO/

05-2002, last update: 30/04/2010

[3] Internal document GCT: Code PO/

05-2003, last update: 25/06/2010

[4] AFNOR FD X 60-000 May 2002, Maintenance function.

WEBOGRAPHY
[1]Maintenance, repair, and operations. Wikipedia. 2 September 2015, at 13:09. [16
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[2]Milling (machining). Wikipedia. 15 September 2015, at 03:31. [16 September 2015]
https://en.wikipedia.org/wiki/Milling_(machining)
[3]Lathe. Wikipedia. 3 September
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[4]Defence Logistics Agency The right solution on everytime. Defence Logistics Agency..
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[5] Phosphoric acid. Wikipedia. 28 August 2015, at 16:24. [16 September 2015]
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[5] Sulfuric acid. Wikipedia. 9 September 2015, at 06:04. [16 September 2015]
https://en.wikipedia.org/wiki/Sulfuric_acid
[6] Diammonium phosphate. Wikipedia. 13 September 2015, at 20:13. [16 September 2015]
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[6] GROUPE CHIMIQUE TUNISIEN, sixty years of experience in the development of
phosphate
ore.
Groupe
Chimique
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[16
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http://www.gct.com.tn/english/wgct.htm

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APPENDIX

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