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Table of Contents
Executive Summary ................................................................................................................................................................... 1
Part One of Two: The Business Case ....................................................................................................................................... 3
Industry Challenges ....................................................................................................................................................... 3
Cost-Cutting Isnt Enough .............................................................................................................................................. 3
The Back-to-Basics Solution .......................................................................................................................................... 3
Case Study Brief: Fort Frances Sheet-Break Reduction Initiative ......................................................................................... 3
Part One Challenge..................................................................................................................................................... 3
Variation Reduction: Start with the Basics .............................................................................................................................. 5
Sources of Variation ....................................................................................................................................................... 6
A Methodical Approach to Reducing Variation ............................................................................................................... 6
Case Study Brief: Fort Frances Sheet-Break Reduction Initiative ......................................................................................... 7
Part Two Application and Benefit ................................................................................................................................ 7
The Tools are Available Now ..................................................................................................................................................... 8
About the Author ........................................................................................................................................................................ 9
Table of Figures
Figure 1: PM Monthly Production (tn/Day) ............................................................................................................................... 5
Figure 2: PM 7 Production Rate ................................................................................................................................................ 7
But as weve said, pulp and paper is a conservative, sceptical, change-resistant industry; the invariable response to claims like these is
Show me where its been done in paper. As we move through our overview of variation and variation reduction, well be looking at a
case where it has been done in paper, where some very basic measures to get a handle on control, instrumentation and variation led to
significant gains within a very short period of time.
In September, 2005 the decision was made to try a data-driven approach to variation reduction. Fort Frances partnered with Honeywell
Inc. in a Joint Sheet-Break Reduction Initiative. Fort Frances provided all necessary plant data, plant operations experience and mill
process control expertise, while Honeywell provided the tools and expertise to perform the advanced data mining and data
analysis. The core solution for this effort was Control Performance Monitor is Powered by Matrikon, which represents vendor neutrality.
This product works with third-party control systems and applications.
The objectives for the project were to identify the disturbance variables related to the root cause of the press and dryer section sheet
breaks. The financial benefit of the effort was conservatively estimated at $1M if break-related downtime could be reduced by 30
minutes per day.
A program of variation reduction, a structured approach focusing on base-level processes, can drive performance in a much shorter
period of time with much lower initial expense. Pacesetting gains cannot be made until basic processes are stabilized.
Making this step change in performance begins with asking a few key questions:
Is it understood by everyone?
Who is accountable?
Once these questions are answered, a well-defined program can be developed. To improve the speed of implementation and the
effectiveness of the effort, the objectives for the program cannot be vague. Clear goals with simple metrics such as We are going to
reduce operating costs by 10% in two years or We are going to improve productivity by 50% in five years are needed. To
accomplish the desired goals, the accountability element is best handled by a leader at a senior level driving the changes.
Sources of Variation
As the objectives of the program are finalized, an understanding of the sources of variation is
required to determine the scope of the effort.
Measurement Variation resulting from product and process testing methods and normal testing error
People Variation induced by operators or other people with a direct interaction with the
process
Equipment Variation introduced by equipment incapable of meeting process requirements, or by degradation or failure
of equipment
Methods Variation resulting from operating methods like start-ups, shutdowns, grade changes recipe management and
machine scheduling
Once the sources of variation are understood, steps can be taken to minimize or eliminate that variation. There are many proven
technologies available to help reduce variation induced by each of these key sources.
Start with a small process area, focusing first on instrumentation and basic control
Implement technology (such as Control Performance Monitor) to evaluate control-loop performance and identify variation
inducing problems
These small steps, anchored in a foundation of solid plant intelligence, reliable instrumentation and state-of-the-art software, form the
starting block for higher-level performance improvement. Simply getting your process visualized and your control stabilized will have a
direct and immediate improvement on mill performance. Keep this always in mind: The very purpose of control is to reduce variation.
The analysis process essentially involved using historical data from PM7s DCS, QCS, PLC and other data sources including
information from the machines sheet-break indicators stored within the data historian. After a rigorous process of cleaning, validating,
visualizing and analyzing the data, some key findings were made:
1. Based on statistical analysis, root causes of sheet breaks could be traced to three major process areas: stock prep and
proportioning, the steam system, and the draw system
2. 30% of investigated breaks related to changes in the broke system
3. 15% of breaks related to differential pressure variation in the dryer section along with dryer motor current variation
4. A second sheet break followed the first within 30 minutes, 15% of the time
5. 15% of breaks were preceded by large changes in draws
From these findings, 50 individual improvement opportunities were identified. A team was then formed to systematically implement the
improvements and track the results. The five key initiatives were:
1. A change in the stock proportioning logic so that broke displaces only virgin groundwood,
not virgin kraft
2. Changes to broke addition logic and piping, from three parallel streams to a single stream
3. Repairs to dryer controls and instrumentation
4. Re-commissioning of the white water silo temperature-control system
5. Mechanical repairs to eliminate loose debris build-up and release after a break
The results from this effort have been very impressive. Four months from the launch of the sheetbreak
reduction initiative, PM7 showed the following improvements:
Average machine speed went from 2968.7 fpm to 3020.4 fpm, breaking a machine speed record
Average production rate went from 303.3 t/d to 338.4 t/d, breaking a 10-year machine production record
Over $1 million in savings were realized in the first nine months alone. All this on a 40-year-old machine, with existing electronics, and
without a capital investment.
WP 653
August 2011
2011 Honeywell International Inc.