Pulp and Paper Information

8/10/2019 Pulp and Paper Information

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Thiele Kaolin Company Sandersville, GA(877) 544-3322 thielekaolin.com

If you had to choose a kaolinsupplier based on one quality,which would you choose?

o TAILORED SOLUTIONSo SERVICE

o STABILITY o LONGEVITY o GLOBAL REACHo PRODUCT DEVELOPMENT

The good news is you can have them all with Thiele,a privately held company serving papermakers worldwide since January 1, 1947.

Tailoring kaolin to your needs.
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c o n t e n t s

Cover: Setting Cloquets new neutralization liquor mixing ac-cumulator in place: Photo courtesy of Sappi.

1Pulp & Paper International (PPI) A u g u s t 2 0 1 4

3 FROM THE EDITORS Goodbye email hello typewriter

40 RISI VIEWPOINT Newsprint conversions to packaginggaining momentum

5 WHATS NEW

38 SHOWCASE

39 CLASSIFIED

39 ADVERTISERS INDEX

O P I N I O N

D E P A R T M E N T S

IN THE NEXT ISSUE . . . The Top 100 North American CEO of the Year Tissue

DISSOLVING PULP

10 ON TIME, ON BUDGET, CLOQUET CONVERTS TODISSOLVING PULP

THE PPI INTERVIEW

17 THE CHANGING FOREST PRODUCTS INDUSTRY MAINTENANCE

19 BACK TO BASICS

BLEACHING

25 BURGO ARDENNES STABILIZES BLEACHING PROCESS

COATING

28 THRIVE THROUGH INNOVATION

32 PUSHING THE BARRIERS

RECOVERY BOILER PROCESSES

34 NEW OPPORTUNITIES FOR AUTOMATION

AUGUST 2014 - VOLUME 56 NUMBER 8

THE PULP ISSUE

RISI CORPORATE HEADQUARTERS

4 Alfred Circle, Bedford, Mass, USA 01730, Tel: +1.866.271.8525

EDITORIAL

Executive Editor ..............................................................................Graeme RoddenEditor .................................................................................................. Mark Rushton

NEWS

Editorial Director, North American News .................................................Will MiesNews Editors ..........................................Nick Chang, Chris Cook, Marina Faleiros,

Anne Grimbert, James McLaren, Eva Nyman,

Greg Rudder, Steven Sachoff, Bryan Smith, Irina Van den Neste,

Daniela Wortmann, Rita Yao, Jessica Zimbalatti

Publisher .................................................................................................Misty Belser

PRODUCTION & CIRCULATION

Production Manager .............................................................................. Beth GazesVice President, Operations ...................................................................Rich Spinale

SALES AND MARKETING

Sales Director, Marketing Services .........................................................Remy PoosAccount Executive ......................................................................Monica Zaskiewicz

MANAGEMENTChief Executive Ofcer ..................................................................Charles RutsteinChief Operating Ofcer ........................................................................Iain Murray

FOR DISPLAY ADVERTISING, PLEASE CONTACT

International - Remy Poos - Sales Director, Marketing ServicesTel: +32.2.536.07.35 - [email protected] America - Monica Zaskiewicz Account Executive, Marketing ServicesTel: +1.770.373.3002 - [email protected]

FOR CLASSIFIED, REPRINTS AND LIST RENTALS, PLEASE CONTACT

Monica Zaskiewicz - Account ExecutiveTel: +1.770.373.3002 - [email protected]

SUBSCRIPTION ENQUIRIES

Fax: +1.781.734.8998 Tel: +1.866.271.8525 or e-mail: [email protected], RISI, P.O. Box 288, Bedford, MA 01730-0288, USA. For change of address,

enclose a label from a recent issue of PPI, showing old address. Subscriptions: Printand Digital Edition: $284.95/year, Digital Edition: $95.95/year, Single copy, $30.00.

COPYRIGHT 2014,by RISI, Inc.

All rights reserved.Published monthly.

ISSN 0033-409X.Canadian GST permit

no: 124513185.Printed by

Quad/Graphics,Sussex, WI
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FROM THE EDITORS

f r o m t h e e d i t o r s

I AM SURE ALL OF US who use email a lot have done it thathugely embarrassing blunder that makes us wince every time we think about it. My admission is I once sent an email tellinga particularly gruff and hairy Finnish paper machine engineerthat I loved him obviously the email was meant for someoneelse my wife in fact!

But email and electronic communication is getting somereally bad press at the moment for other reasons, particularly inthe German parliament. Politicians in the country are reportedto be seriously considering going back to the typewriter andrecording sensitive documents individually on paper due to theUS surveillance scandal. Allegedly an employee of BND, Ger-manys intelligence agency, passed condential documents tothe US secret service all of which has led to the departure of of aCIA station ofcer and a bit of embarrassment all around. It is

of course a lot easier to pass documents along electronically.The head of the enquiry into the affair was quoted as say-

ing that they were considering ditching email completely andgoing back to typewriters and not electronic ones either. Itseems to be a new trend, Russias federal guard service, whichis tasked with protecting the countrys highest ranking ofcials,has put in an order for 20 Triumph Adler typewriters whichcreate unique handwriting that allows the source of any docu-ment to be traced, according to the Guardian newspaper.

Other beneciaries of the new awareness of securityin Germany are restaurants and coffee shops as the paperreports that people in the parliament are trying to stay awayfrom technology wherever they can, and they talk less on thephone and prefer to meet in person. More coffees are beingdrunk, and lunches eaten together. Even the walk in the park isincreasingly enjoying a revival.

Nothing beats a letterOther good news for the graphics paper industry comes in theshape of the good old fashioned letter which has set Twitteralight around the world. A head teacher at a primary schoolin Lancashire in the UK sent individual letters to pupils aftertheir exam results telling them that the school was very proud

of their efforts and that exams and test can take away the fact

that each of you are special and unique. The letter has gone viralaround the world, and the extent it trended on Twitter will almostcertainly result in more of the same in education circles. Nothingreally beats a good old-fashioned personal letter.

These stories seem like good news for the printings & writingsindustry, but perhaps dont order that 1 million tonne/yr newmachine just yet.

Fantastic response to the PPI AwardsThis editorial comes to you this month from a hotel in Tampere,Finland, where coincidently my room overlooks Mets BoardsTako mill, right in the middle of the city. It is amazing actually,because I can see a tiny little bit of steam coming out of somevents at the top of the mill, but can hear hardly as sound, just a lowrumble from the PMs. Which reminds me that as I write this piece

this month, our highly esteemed judges for the PPI Awards are allvigorously pouring over the hundreds of entries that have come inthis year.

We have been truly delighted with the response we have hadand the awards, now in their sixth year, have truly come of age. Iremember when we rst launched it was like pulling teeth trying toget companies to enter, now all we need is a reminder and a bit ofushering.

The most popular categories, and the area where the judgesare undoubtedly going to have their work cut out are, BusinessStrategy, Environmental Strategy, Sustainable Packaging and Spe-ciality Papers. Both the quality and the quantity in those categoriesthis year was very impressive.

It does seem as if producers all around the world are embrac-ing the PPI Awards , for those of you who have entered, it will bereally great to see you and your colleagues in Boston in October tocelebrate.

Good luck to all our contestants for the PPI Awards 2014!

To read more industry opinions or give your own opinion, pleasevisit our RISI Blog and Forums online at www.risi.com

Goodbye email hello typewriter?

By MARK RUSHTON, Editor

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w w w . m i a c . i n f o

International Exhibitionof Paper Industry

At MIAC 2014 you will nd machinery, plants andequipment for the production and for the converting

of paper and paperboard. In Europe, Lucca is the number one spot for tissue production and Italy is

also one of the leader countries in the corrugatedcardboard sector. The Visitors of MIAC 2014 will

be able to meet, during the 3 days of Exhibition, theleader suppliers of the Paper Industry sector which

will present the latest developments in machines,systems and avant-garde solutions.

OCTOBER 2014LUCCA - ITALY

15 16 17

MIAC is organized by:EDINOVA Srl - Via Pordenone 13 - 20132 Milan - Italyphone +39 02.2158021 - fax +39 02.2140961 - [email protected] - www.miac.info www.papnews.com
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WHATS NEWN E W S S H O RT S F R O M T H E P U L P A N D PA P E R W O R L D

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C O R P O R AT E S T R AT E G Y

Stora Enso ends negotiations with Val-paco regarding sale of Corbehem millin FranceStora Enso has decided not to prolong the exclusive negotiations itwas holding with the French trader Valpaco regarding the sale of its330,000-tonne/yr Corbehem lightweight coated (LWC) paper mill, lo-cated in northern France. The rms management informed employeesof the decision on July 11, citing profound differences between theparties. An employee at the mill said workers now feared this mightbe the end of the factory, the fate of which has been hanging in thebalance since Stora Enso rst announced that it was considering asale of the facility in October 2012.

C O R P O R AT E S T R AT E G YNorways Borregaard joins Bio-based Industries ConsortiumOnly two Norwegian companies,Borregaard and Norske Skog, aremembers of the BIC (Bio-basedIndustries Consortium), an

industrial consortium thatis the counterpart to theEuropean Union in theBBI (bio-based industriesresearch programme).The purpose of the BICis to create bioeconomycompanies, i.e. companieswith a greener footprint.The funding for the compa-nies projects is earmarkedfor measures to make bothproducts and production moreenvironmentally friendly. Borregaardhas been a member since the inceptionof the Consortium.Not all companies are involved in this partnership.It is generally the leading companies involved in theprocessing of wood and other biomass that have joined, said BorregaardsTechnology Director, Business Development, Gudbrand Rdsrud.Companies can apply for funding for any project that meet the require-ments as stated in the advertisements. A company can provide nanc-ing or other resources itself, and then the EU will also cover a portion of

the costs. Anyone can apply for funding for the various projects; this isnot dependent on membership.

UPM to become exclusive distributor of DomtarsBioChoice lignin in EuropeUPM and Domtar have entered into an agreement for UPM tobecome the exclusive distributor of Domtars BioChoice TM ligninin Europe. BioChoiceTM is produced at Domtars biorenery inPlymouth, NC.BioChoiceTM lignin is a by-product of the kraft pulping process.It is a 100% bio-based sustainable alternative to replace fossilbased products. BioChoice TM lignin holds the USDA CertiedBiobased product label.We at UPM are truly excited about this agreement, not onlybecause we get a great product in our offering, but also be-cause together with Domtar we can develop the market andoffer our customers sustainable, value added products for a

growing variety of end uses, said Juuso Konttinen,Vice President Biochemicals from UPM.

Versatile use of renewable woodbiomass combined with innova-

tion and sustainability is thecornerstone of UPMs Biofore

strategy.

EU and industrypartners launch newEuropean Joint Un-dertaking on bio-based industriesEU and industry leadershave launched a newEuropean Joint Undertak-

ing on Bio-based Industries(BBI). The aim is to trigger

investments and create acompetitive market for bio-

based products and materialssourced locally and Made in

Europe, tackling some of Europesbiggest societal challenges.

Euro 3.7 billion ($5 billion) will be injected intothe European economy between 2014 and 2024: Euro

975 million ($1.32 billion) from the European Commission and Euro 2.7billion ($3.6 billion) from the Bio-based Industries Consortium (BIC) - todevelop an emerging bioeconomy sector. Through nancing of researchand innovation projects, the BBI will create new and novel partnershipsacross sectors, such as agriculture, agro-food, technology providers,

forestry/pulp and paper, chemicals and energy.The aim of the BBI is to use Europes untapped biomass and wastes


1. Stora Enso to enter exclusive negotiations withValpaco regarding sale of Corbehem

2. International Paper sets date in June for spin off of xped

3. RISI VIEWPOINT: BSK expansion projects: Too much, too late?

4. Sappi sells Nijmegen CWF mill to afliate of American Industrial Acquisition

5. RISI VIEWPOINT: Facing reality in the coated mechanical paper market

6. RISI VIEWPOINT: How bad was Chinas paper and board demand in 2013?

7. Fatal accident at UPMs Kaukas pulp and paper mill in Finland

8. RockTenn to invest $60 million on newly-acquired Simpson mill inTacoma over three years

9. Sun Paper plans 300,00-tonne/ye uncoated P&W paper machine in China

10. Chinas Shandong Tranlin Paper to invest $2 billion instraw-based pulp and paper mill

For more daily news headlines,visitwww.risi.com

10T O P T E N H E A D L I N E SO N T H E R I S I W E B S I T EL A S T M O N T H
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6 A u g u s t 2 0 1 4 Pulp & Paper International (PPI)

as feedstock to make fossil-free and greener everyday products. At theheart of it are advanced bioreneries and innovative technologies thatwill convert renewable resources into sustainable bio-based chemicals,materials and fuels.Organised in ve value chains - that range from primary production toconsumer markets - the BBI will help ll the innovation gap betweentechnology development and commercialisation, sustainably realisingthe potential of bio-based industries in Europe.

P R O J E C T S & O P E R AT I O N SArauco to convert BSK/BHK Valdiviamill to dissolving pulpChilean group Arauco has plans to convert its 550,000-tonne/yr Valdiviableached and hardwood kraft pulp mill to dissolving pulp (DP) by 2017.The project is estimated to cost $180 million (Euro 133 million) andwould allow the company to produce both paper grade and dissolv-ing pulp at the same mill, according to market conditions, said thecompanys marketing & sales director, Ricardo Strauszer.The rst step for the change was taken this week, when Arauco lledwith Chiles environmental authorities the request for industrial modi-cations. We expect that the permission will be granted by the end ofthe year and then we can move on with the equipment purchase, so the

conversion is expected to be completed in the rst quarter of 2017,the executive stated.After the revamp, the mill will have capacity to produce about 500,000tonnes/yr of viscose DP. Within the mill learning curve, Arauco alsoexpects to produce high quality DP for the specialty markets.

Chinas Shandong Dongshun starts up three tissuePMs, six more comingShandong Dongshun Group has started up three new tissuePMs in China, adding a combined capacity of 48,000 tonnes/yr.All three units, provided by Kawanoe Zoki, are identical. Eachhas a trim width of 2.76 m and a design speed of 1,000 m/min,and can produce tissue at a rate of 16,000 tonnes/yr.Two are located at the rms agship mill in Taian city, Shan-dong province. The other is at a site in Zhaodong city, Heilongji-ang province. Shandong Dongshun will bring six more tissuePMs online at the Taian site by 2015. Four will be co-supplied bythe Japanese supplier and by Valmet.Each unit, with a capacity of 25,000 tonnes/yr, will have a trimwidth of 2.85 m and a design speed of 1,300 m/min. The rsttwo PMs will be delivered to the site this month and in Septem-ber. Their startups are scheduled for the end of this year. Theother two units will be red up in the second half of 2015.Meanwhile, Shandong Dongshun is diversifying into the handtowel segment. It has signed up Kawanoe Zoki to supply twoPMs to produce the grade. Each PM will be 2.85 m wide andhave a design speed of 450 m/min. The output of the PMs willbe in the basis weight range of 32-50 g/m.

Chinas Zhuji Paper considers intalling new tissuePMs with a combined capacity of 30,000 tonnes/yrShaoguan Nanxiong Zhuji Paper is mulling over building two tissue PMswith a combined capacity of around 30,000 tonnes/yr at a mill in Nanx-

BAD MONTH FOR . . .

Australian PaperAustralian Paper, a Nippon Paper Industries subsid-iary, has recently seen a machine at one of its millshit by re. The blaze started and was extinguishedon July 1 at the rms Maryvale mill in the state ofVictoria, which can produce around 280,000 tonnes/yr of uncoated ne paper and 370,000 tonnes/yr ofvarious packaging grades.

CascadesCascades has announced that it will cease its kraftpaper manufacturing activities in the East Angus, QC,plant because of unfavorable market conditions. Closeto 175 employees will be affected by the closure,

which will come into effect by October 3. The decisionmeans Cascades is leaving the kraft paper sector.

GOOD MONTH FOR . . .

Santa MariaBrazilian paper producer Santa Maria Cia de Papele Celulose has nalized its 64,260-tonne/yr PM 2revamp project, according to Voith Paper. PM 2 isinstalled at Santa Marias 99,960-tonne/yr papermill located at the city of Guarapuava, Paran state,southern Brazil.

Tetra PakTetra Pak has announced the completion of a Euro65 million upgrade for its packaging material plantin Ponta Grossa, Brazil. The project increases thecapacity of the plant by 70% to 13 billion packs andbrings the Brazilian total to 22 billion, meeting both

domestic and export demands in the region.

C A L E N D A R

SEPTEMBER

17-19: TAPPI Bioenergy &Bioproducts Conference -Hotel Murano, Tacoma, WA,www.tappi.org/events

OCTOBER

7-9: ABTCP 47th Pulp & PaperInternational Congress &Exhibition -Transamerica Expo Center, Sao Paulo,Brazil,www.abtcp2014.org.br

8: PPI Awards -Seaport Hotel, Boston, [email protected]
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LA TEST RISI PULP PRICE INDICES

Get an objective view of pulp and paper markets with the industrys mosttrusted prices and market reports. Learn more at www.risi.com/ppmp

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RISI Asian Pulp Price Index

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January 2000 = 100

RISI North American Pulp Price Index

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RISI European Pulp Price Index

iong city, Guangdong province, China. The rm and its parent companyGuangdong Shaoneng Group would fund the project, which would costRMB 178.9 million ($29 million).The rm currently has a capacity of 65,000 tonnes/yr of bamboo pulpand 35,000 tonne/yr of uncoated printing and writing paper at thesame site.Zhuji Paper has been losing money over the past years amid the weakpulp and paper market in China. To increase protability, the rm plansto diversify into the tissue sector, using its in-house bamboo pulpcapacity as furnish. A specic timeline for the project is unknown so far. IP to start Euro 20 million upgrade investment ingreen production process at its Saillat mill in FranceInternational Paper announced earlier this year an investmentof approximately Euro 20 million ($27 million) into its Saillatmill, located in the French Limousin region, to further reducethe facilities water emissions and offer customers an evenmore environmentally friendly product portfolio. The implemen-tation of the project will commence in the summer of 2014 andis expected to be completed in 2015.At its core, the investment involves advanced technology toextract an improved quality of ber from wood by using a

smoother process. The new process leaves bers more intactresulting in even higher quality paper, and at the same time fur-ther reduces water emissions by another 30% from the alreadyvery good levels the Saillat mill is achieving today.The investment will allow International Paper to offer an evengreater choice of top notch products to customers. It followsother investments into the companys service capabilities andmodernization of its paper machines at the Saillat facility inrecent years.The project is supported by local and national French andEuropean agencies, notably the European Union (through theLimousin Region) and the Loire- Brittany Water Agency.

Green Bay Packaging invests $30 million in newpress section replacement for PM 1 at its Arkansaskraft divisionGreen Bay Packaging Inc. (GBP) announced that it is moving forwardwith a press section replacement for PM 1 at its Arkansas Kraft Divisionin Morrilton Arkansas. in Morrilton, AK. The $30 million (Euro 22.1 mil-lion) project will include a new large nip press in the rst press position,followed by a new shoe press in the second press position. In addition,the project will include signicant infrastructure upgrades to the presssection framework and structural supports. These PM1 upgrades will

increase production by over 13% and signicantly improve efciencywhen running lightweight liner-board and medium.

The company is partnering with Voith Paper for equipment supply, andRobins & Morton for engineering services. The press section replace-ment is scheduled for completion in July 2015, with an estimateddowntime of 24 days.
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with 43% believing that it is just getting started, and39% believing it is the new norm.

APRIL afrms full compliance

with its sustainable forestmanagement policies inresponse to GreenpeaceaccusationsAsia Pacic Resources Interna-tional Limited (APRIL) afrmedthat it is in full compliance withits sustainable forest manage-ment policies and that attacks

on its credibility by Greenpeaceare off-base.

Were sticking to all the policieswe announced in January this year. Our

Sustainable Forest Management Policy(SFMP) is being vigorously implemented and

overseen by an independent, multi-party Stake-holder Advisory Committee. We are working towards a one-

to-one commitment for conservation, meaning one hectare ofconservation for every hectare of plantation area, said MichaelZampa, APRIL Director of Corporate Communications.We have been identifying and protecting areas of high conser-vation value (HCV) in our land concessions since 2005. Overall,we only use about 50% of our concessions for plantation

establishment, with most of the balance being conservation orfor community use, he said.

E N V I R O N M E N TSCA survey shows Canadian con-sumers seeking green productsand services

Canadians are increasingly lookingfor green products and services, andmany are even willing to pay morefor them, but they may be selec-tive on which they choose basedon the strength of environmentalclaims. The ndings, that suggest animportant shift to mainstream greenpurchasing practices, are a result ofan inaugural survey on green purchas-ing behaviours and attitudes in Canadacommissioned by SCA, the maker of theTork brand of away-from-home hygieneproducts. As an international leader in creat-ing an ethical and sustainable marketplace, SCAworked with Leger in Canada to capture in-the-momentconsumer insights that reect market trends.However, most of those purchasers look for third-party certication(33%) or conduct their own research (24%) to verify claims. This factcombined with the knowledge that their prime purchase driver is thecare of the environment itself (48%) rather than other motivationsmeans organizations should showcase their environmental commitmentbeyond their direct business offer.

Whether they are early adopters or just picking up on the trend, Cana-dians on the whole are strong believers in green products and services,

THE MONTH IN PICTURESThe Wirral Grammar School for Girls haswon the Confederation of Paper IndustriesPaperWorks Design and Technology compe-tition for corrugated cardboard packagingwith an ingenious concept for cupcakes.The judges decided that WGSGs imagina-tive design of outer corrugated packagingwhich opens to reveal a smaller box insidehiding the item stood out as best in thecompetition.

QUOTEO F T H E M O N T H

The aim was to draw [De Gu-

chts] attention to the violation by theRussian Federation of its WTO commitments.

The import tariff increase that has been appliedon coated paper and paperboard aims to protect

the interests of a few manufacturers established inRussia is in breach of the WTO Accession Protocol

signed by Russia ahead of its accession in August 2012,

CEPIs trade & competitiveness director BernardLombard, telling RISI abut his meeting with EUTrade Commissioner Karel De Gucht to discuss

measures that the EU can take to protectthe interests of the European pa-

per industry on the Russianmarket.


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THIRD ANNUAL

CHINA INTERNATIONAL RECYCLED FIBERCONFERENCE

September 23-24, 2014 Shanghai, China www.rcpconference.com

Register Now!For program updates, sponsorship information or registrationdetails please visit the event website or contact us directly.

Email: [email protected] Tel: + 866.271.8525, + 32.2.536.0748 www.rcpconference.com
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m i l lprofile


By GRAEME RODDEN, Executive Editor

The Minnesota mill is Sappis first North American facility to pro-duce dissolving pulp

ON TIME, ON BUDGET,CLOQUET CONVERTS TOSPECIALISED CELLULOSE

A S THE WORLDS foremost producerof Specialised Cellulose (dissolvingpulp), it should come as no surprise

that Sappi decided to convert its kraft pulpmill at Cloquet, MN, to produce dissolving

pulp. Announced in November 2011, the$170-million Athena project kicked off in

June 2012 and the mill has been makingSpecialised Cellulose since early June 2013.

Mike Schultz, managing director at Clo-quet, says the company was looking ahead when it made its decision. As we looked

across our pulp and paper businesses, wesaw the greatest opportunity for future

growth and returns by growing Sappis posi-tion as the worlds largest producer of dis-solving pulp (1.3 million tonnes/yr). From acapital and economy-of-scale perspective,Cloquets pulp mill was ideally suited for the

conversion to dissolving pulp. We are wellpositioned in the business with our low-cost

Setting the new neutralization liquor mixing accumulator into placeLifting the new ozone generator into place


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m i l lprofile


production capabilities.Prior to the conversion, Cloquet was an

integrated mill as the kraft pulp mill fed two

paper machines, PM 4 and PM 12, pro-ducing about 350,000 tonnes/yr of coated wood-free grades, and provided signicantpulp production for external sales. (seesidebar.) Pulp capacity has dropped from500,000 tonnes/yr to 330,000 tonnes, areection of the higher purity requirementsof dissolving pulp.

The pulp mill uses a 100% hardwoodfurnish, a mix of aspen and maple. TheCloquet mill is triple certied in accordance with the leading sustainable forestry chainof custody certication bodies: FSC, SFI andPEFC and the mill is proud to be associated with these organizations and their effortsto drive sustainable business practices. Themill draws wood from Wisconsin and Michi-gan as well as Minnesota.

F I R S T S U P E R B AT C HIn 1996, Cloquet installed the rst SundsDebrator (now Valmet) SuperBatch pulp-ing system. A second phase was installed in

1999. The washing process is press based.The SuperBatch system paved the way

for Cloquets conversion. The mill had alower cost because of its starting base withSuperBatch. Therefore, Cloquet was alreadyone of the most modern pulp mills in North America before its conversion.

Other factors working in its favor were a world-class environmental performance, agood workforce and excess utilities capacity steam, electrical, water and efuent.

Sappi fast tracked this project and

Schultz says it was treated as 11 separateprojects under one umbrella. Every aspectof the mill was touched.

Beyond the work on the paper ma-chines, there were main design objectives.Schultz explains, First, we designed theequipment and construction to meet thepermit limits of our recovery boiler in orderto fast track the project.

Second, we had a strong focus onensuring that our product quality would beconsistent and compatible with other Sappidissolving pulp mills in South Africa, Saiccorand Ngodwana.

Then, equipment was designed toachieve production costs in the lowestquartile ensuring a higher return on the in-vestment. Finally, Schultz adds, We wantedto have the exibility to produce eitherSpecialised Cellulose or NBHK dependingon market conditions.

The following lists the steps Sappi did tomeet its goals:

The drum de-barker was replaced withan Acrowood rotary de-barker.

Liebherr supplied a new woodroom

infeed crane. Because our existing digesters are

modern displacement batch digesters,our focus was to make necessary pipingand tank farm changes to accommo-date the pre-hydrolysis step, Schultzexplains. We also added two additionaldigesters (10 in all) to allow productionat a pace to match the recovery boilerpermit limit. This was the largest andmost complex project within the overallconversion. The digesters were built

on site and the eight original units werechanged so that all match exactly, e.g.,same nozzle arrangement.

Cloquet worked with Lenzing Technikand converted to its Continuous BatchCooking (CBC) process from the Super-Batch process. Lenzing calls this process VISCBC. The VIS stands for viscose which, Schultz says, is essentially theaddition of a pre-hydrolysis step to theCBC process. The CBC process hascooking liquor circulate between thedigester and the tank farm providing fora more uniform cook. CBC is Lenzings

licensed technology. As well as being aproducer in its own right, the Austrianproducer has an engineering arm, Lenz-ing Technik, with whom Sappi worked.

Following the ber path, in addition toan existing two-stage oxygen delignica-tion, Cloquet added an ozone generatorand ozone bleaching stage in front ofthe W-D-Eop-D bleach plant. Wedecosupplied the ozone generation equip-ment while Andritz provided the ozonebleaching stage. The W is a pre-wash

Inside of a new digester during its con-struction

Work done on the paper machinesThe $170 million includes $19 million that Sappi spent to prepare themachines for their new furnish. Instead of a mixture of dry and slurrypulp, the two machines, PM 4 and PM 12, are now fed with 100%purchased hardwood pulp.A new building to handle the incoming pulp was added. New reningtechnology was installed on both machines and each received a newwet end to ensure the change in ber would not materialize as a

quality shift for the mills paper customers.

The machines produce high end coated paper (magazines, directmail). Both machines can coat both sides. An off machine coater wasinstalled in 1989. The off machine coater can also coat both sides,Schultz adds, so we can double coat both sides of the sheet.The nishing end of the paper mill has two winders and threesheeters. Paper production rates and quality have been maintainedwith the change in ber.


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m i l lprofile


stage to bring the pulp up to its neededconsistency.

Ahead of the pulp dryer, the mill added

a Noss six-stage cleaning system toreplace the screening system. Schultzadds, We also made certain modica-tions to the pulp dryer and bale line toincrease capacity and to accommodatethe different characteristics of thedissolving pulp as well as packagingrequirements.

GE supplied a very large demineral-ized water system (3,000 gal/min).Schultz explains that this was a necessityin order to achieve the required qualitycharacteristics.

To maximize capacity of the recoveryboiler, more surface area was added tothe evaporator train and modications were made to some of the evaporatorbodies to improve throughput. Wealso added quaternary air and madeliquor ring modications to increaseproduction through the recovery boiler,Schultz says. On the recaust side, weadded an additional green liquor cas-

sette (three in total) and an additionaldisc in our white liquor pressure disk

lter (10 in all). This work was done by Valmet (then Metso).

On the control side, Cloquet converted

to a Honeywell distributed controlsystem (DCS) across its ber processingareas while remaining with its Fishersystem for liquor processing.

S A I C C O R Q U A L I T Y U S E D A S AM O D E L As mentioned, Sappis Saiccor mill hasbeen used as a benchmark. As Schultz says,Given that one of our primary objectives was to be compatible to the attributes ofour Saiccor mill, we relied heavily on theexperience and the technical expertisethat we have developed over the years inSouth Africa. Through our quality and salesobjectives, we have truly made this a globalbusiness for Sappi.

Although Saiccor was used as a modelfor quality, Cloquet did not need to sendany of its personnel there for training.Schultz explains, Saiccor is a sulte-basedoperation while Cloquet is pre-hydrolysiskraft-based (PHK, the pre-hydrolysis step

removes hemicellulose). We utilized SappisTechnology Center and Specialised Cel-

lulose Center of Excellence, as well as Lenz-ing Technik to help make the translationbetween the two processes and deliver the

quality objectives.Also, at the same time we were making

the conversion at Cloquet, we were alsoconverting our Ngodwana (South Africa)mill: 210,000 tonnes/yr Specialised Cellu-lose. As a result, resources were involved ineach of the mills capital projects.

Nonetheless, training was extensive,but given that most of the project wasmodications/additions to well-understoodprocesses, and given that the mill had anoperation that needed to keep running rightuntil the nal conversion steps, traditionalclassroom training was minimized.

We involved the operators in allproject HAZOP reviews, DCS development work including simulator times and someclassroom training, Schultz adds. The bestpreparation was the hands-on problemsolving that took place on a day-to-day basisto ensure the project was executed success-fully.

The mill has three power boilers, two

of which are red with wood waste whilethe other uses natural gas. It also has three

Pipe laid out beforeinstallation


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m i l lprofile


turbine generators that can produce 89 MWof power and three hydro-generators by theadjacent St. Louis River that can produce an

additional 6.54 MW. The mill only generates what it needs and does not sell any surpluselectricity.

Its efuent treatment system includestwo primary clariers; efuent under-goes primary treatment in Cloquet thendischarges to a publicly owned treatment works (WLSSD - Western Lake SuperiorSanitary District). The mill is in the LakeSuperior watershed from which it drawsmost of its inuent water, but can also drawfrom the St. Louis River as back-up. In thelate 1980s there was a large campaign toprotect the Great Lakes from increasingpollution levels resulting in the constructionof the WLSSD.

The government wanted a large, state-of-the-art treatment plant but to make it vi-able, it had to draw from a large area to haveenough efuent. The mill is now the largestsingle source of the WLSSD. The treatmentfacility is in Duluth, MN, about 35 km east.

Schultz believes the mill has one of the

lowest published greenhouse gas (GHG)emissions gures of any of its competi-

tors globally. In 2013, it emitted about 0.35tonnes of carbon dioxide per tonne ofproduct produced (including emissions

associated with purchased power). About 95% of its steam is generated

from renewable sources. And, Schultz notes,that 95% is across the mills entire energypicture. Cloquet did a Pinch study after theconversion to dissolving pulp to bring thelevel back up to 95%. All of the electricity themill generates is Green-e certied.

Cloquet has also done extensive workto increase the life of its landll. At onepoint in 2004, it was down to seven years.Through the mills efforts, landll life expec-tancy is back up to 32 years.

G R E AT S TA RT U PThe job at hand now is bringing the mill tocapacity with a consistent quality. Sappisextensive expertise and planning havehelped speed that goal along. We essen-tially started up on NBHK in early May 2013after taking four weeks down to make thenal conversion steps, Schultz explains.We then started producing Specialised

Cellulose at the beginning of June. We hitrst quality right from Day One and we have

Raising the log convey-or to its new elevation

Mother

Nature didnot complyIn Schultzs words, the project began witha ood and ended with a blizzard. Daysafter the ofcial groundbreaking, theregion was hit with massive rainfall thatooded the St. Louis River causing somedamage at the mill and forcing it to shutdown.

Then, the winter of 2012-2013 was oneof the worst on record for Minnesota withtemperatures frequently dropping to -30Cand snowfall up to mid-May. During thenal tie-ins in April 2013, the mill sufferedthrough the highest monthly snowfall onrecord in April.Despite the worst that Mother Naturecould throw at Cloquet, the project camein on time and on budget.Ed. Note: Even the day I visited in late April 2014, I had to drive two hours through a

snowstorm to reach Cloquet.


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m i l lprofile


far exceeded all of our quality objectives and quicklyreached 90% of our production goals. Heading into

2014, we were able to close that last 10% gap and areexceeding our availability objectives.

The ability to still produce NBHK is an importantconsideration as Schultz has noted. The mill did havea 10-day campaign of NBHK in January. We hadroom in our schedule and we wanted to prove ourcapability to swing to NBHK and back. Our ability tomake that swing also exceeded our expectations.

Paper grade pulp capacity is still 500,000 tonnes/yr. The exibility built into the conversion project alsoallows a further conversion to produce acetate-gradepulp in the future. Another possibility for the mill isthe active bio-sector. The mills pre-hydrolysis streamis very sugar-rich so rather than burning it, there ispotential for value-added products.

Current production is supplying the rayon (cloth-ing) and non-wovens (wipes) markets. Most produc-tion is transported to a North American port shippingto overseas markets.

Cellulose ber accounts for just 4% of the globaltextile ber market so there is room to grow. Polyesterhas 48% of the market and cotton has 33%. But, forthe latter, Schultz says it is basically at capacity be-

cause of the demand for food crops from arable land.

In February 2013 the Chinese Ministry of Com-merce (MOFCOM) announced it would conduct an

anti-dumping investigation of dissolving pulp fromthe U.S., Canada and Brazil imported into Chinaduring 2012. In April, MOFCOM released its nal dutydetermination and imposed nal antidumping dutieson dissolving pulp exported to China from the U.S.,Canada, Brazil. Sappi does not anticipate that theduties announced will impact its business or ability toservice its customers due to the nature of its currentsales plans.

It is also important to note that while all of themajor producers of dissolving pulp in Brazil, Canadaand the U.S. were initially named in the request foran anti-dumping investigation, Sappi was not namedbecause the Cloquet pulp mill did not produce dis-solving pulp during the period of investigation. PPI

To read more articles on Pulping, visit our PulpingTechnology Channel at www.risi.com/technologychannels/pulping

Some historyThe Cloquet mill is more than 115years old, being opened in 1898 as agroundwood pulp and newsprint mill.Going through various owners, the millended up in Potlatchs hands in 1964. PM12 was added in 1989 (the 12th papermachine in the company). Installed in1941, PM 4 was rebuilt in 1983 and 1994by Potlatch.In 2002, Sappi purchased the mill.Rebuilds of PM 12 followed in 2004 and2013, and a rebuild of PM4 occurred in2012. The wood room was rebuilt in 2006to help increase wood yield. A nishingroom modernization was done in 2011when the company brought some of theassets of its shuttered Muskegon, MI, millto Cloquet.

New demineralizer building
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the ppii n t e r v i e w


By DAVIC PRICE

FFIF CEO sees light at the end of tunnel for the Finnish

forest products industry

THE CHANGINGFOREST PRODUCTS INDUSTRY

DURING a recent Finnish Forest Industries Federation(FFIF) breakfast event held in London, David Price, who hasmany years experience covering the forest products indus-try, spoke with FFIF CEO Timo Jaatinen.

1. The global forest products market has changed. Has

the FFIF changed in response to it? One of the FFIFs areas of activity alongside the pulp

and paper industry and the woodworking industry is newbusiness. We have several working groups and issue groupsthat are active in lobbying for new forest-based businesses.To mention some examples: nano-/microcellulose, biofuels

and biochemicals.The FFIF is also active in standardisation work for both

existing and new products. In the standardisation of newproducts, our aim is in most cases to create basic rules forbusiness that allow companies to compete with their ownsolutions.

2. How has your membership changed in the last 20 years? Who has left, who has joined?

Industry consolidation has led to mergers and acquisi-tions also between the FFIFs members and this develop-ment has slightly reduced the number of members over thepast decades.

Apart from the consolidation development, the numberof FFIF member companies has remained quite stable. Every year some companies leave and others join the federation.

3. How has the FFIF managed the huge job losses in the

industry?Our industry is undergoing a global transformation. The

growth in demand for printing and writing paper has sloweddown due to the expansion of digital media. Investments inFinland dropped after the start of the European economic

crisis, and mill closures were unfortunately unavoidable.On the other hand, companies have outsourced operations

like maintenance, cleaning and logistics as well assecurity.

Now theres light at the end of the tunnel:major new investment decisions have been maderecently. These new investments providemore jobs mainly in the value chain,for example, in wood harvesting andtransport.

Still, the forest sector continuesto be a notable employer: it employsnearly 50,000 Finns directly. The Finn-ish forest industry creates well-being

in over 50 localities in Finland: 49paper, pulp and paperboard mills andover 200 sawmills and wood productscompanies manufacture products forexport and for the domestic market.

4. A signicant part of Finnish

industry is now outside Finland. Are thereconsequences?

Products are manufactured where itis cost-effective to do so, mainly close tothe markets. Finnish mills compete overproduction and investments with mills inother countries. From that point of view, it isimportant to maintain cost competitiveness.Efforts to this end have been made in Finlandand companies will continue to, for example,reduce bottlenecks in production and makeoperations more efcient.

It is also important that the Finnish labourmarkets become more exible, that industrysaccess to raw materials is guaranteed and thatpolitical decision makers refrain from increas-

ing taxes and fees that weaken the cost competi-tiveness of industry.


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m a i n t e n a n c e


By TERRY WHALEN

Managing outside resources properly will

provide more than just monetary benefits

BACK TO BASICS

F or decades the pulp and paper industry hascontracted outside resources to design, build,and maintain manufacturing facilities. When

it comes to maintenance and reliability of manu-facturing assets, it is almost inconceivable that theindustry could continue its business without accessto these important resources. In short, contractedservices are critical to short and long term infrastruc-ture integrity and protability. That being said, wemust ask ourselves: How well do pulp and paper millsmanage these important relationships and capturetheir essential contributions for strategic gain? Arethe contracted resources true partnerships? Are theystrong, reliable, and cost effective?

Consulting in the North American pulp andpaper industry since early 1975, I have seen manyapproaches to managing outside resources, work-

ing with single-mill companies as well as those whocount their mills in the dozens. Across the industry,

managing contractors has always come down tofour objectives: maintenance of infrastructure, im-proved manufacturing productivity and quality, andincreased protability. How mills attempt to realizethose strategic goals varies widely across the industry.The simple fact is outside contractors are only aseffective as a mills purpose for hiring them and itsstrategy for managing the projected work.

AV O I D C O M P L A C E N C Y

A mill manager in the southeastern US sharedthe following thoughts on contractor management. When the mill makes a request for bids, the lowbidder typically gets the work. The majority of thebids are lump sum because they are the easiest tomanage. The contractor selected is often a knownquantitysomebody we have contracted with for

years and who is familiar with the mill. The millrarely reviews costs or performance against plan after


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Work OrderJobDescription

AreaAsset

PlannerMisc

CrewJob

HoursMan

HoursPF 0.10 0.20PF 0.10 0.20

PF 0.80 1.60

CA 4.00 8.00

PF 0.50 1.00PF 0.10 0.10PF 0.10 0.20

PF 3.00 6.00

PF 0.50 1.00

PF/YC 0.80 2.40

6.00 12.70

Remove the Handwheel(s) from the valve(s), rig and remove the 50" X 50" floorplate and set aside away from work area. See attached image for details.

G Lopez

Staging Required

DateB070049

Vessel - 012010

Replace #1 Kamyr Floor Valve or Valves - (V64A, 64B, 65A or 65B) - Valve(s) TBD

Digester - 221

SAFETY: Reference the Line Breaking Documentation for details regardingline breaking procedure(s).

Total Hours:

Location At low pressure feeder floor outside of control room on the southeast side.

Job Steps

10" 300# GLOBE VALVE REMOVALSAFETY: Hang personal lock(s)

SAFETY: when working from staging use good body mechanics whenbending, reaching etc.,

SAFETY: Proper PPE for Black Liquor break-in must be worn whenbreaking flanges for valve removal. Remember to always treat flanges asbeing under pressure when loosening bolts.

When valve is lifted, place the valve on 4 wheel carry cart and transport to theNorth side of #1 Kamyr low pressure feeder for yard crew to lower to groundlevel.

Verify Lockout - complex (listed as #1 Kamyr R&M).

Prep Job site with rigging tools - (2) 20Ft Wire Cable Slings (Minimum 1/2" DIA),(2) 1 Ton Chain Falls with 20Ft chain and 1 Cable Come-along. See attachedimage for rigging points.

PREP WORK: Carpenters to erect staging below the floor for access to thevalve(s) - this needs to be scheduled at least one day prior to start of valve

removal.

Contact Yard Crew and notify them to mobilize the Mini-Grove (with Jib attached)to lower old valve and to lift new valve. Place new valve on 4 wheel carry cartand transport to work area.

SAFETY: Use Yellow Caution Tape and barricade the area.Rig Valves for removal - make sure to properly distribute the load.With one pipefitter on the staging below the floor and other pipefitter above,

safely unbolt the valve flanges and lift valve. SAFETY: The pipefitter above thevalve must be in control of the 1 Ton Chain Fall and all must pay attention to loadshifting.

Fig. 1 - Kamyr job plan


23/44



#1 Kiln 1. Install new roller unit

a) Remove existing thrust roller unit.b) Install new roller unit.

This task will consist of 4 men for 4 12 hour shifts.192 Man Hours NTE $20,000.00

2. Install new gear cover and labyrinth seals.a) Remove existing gear cover.b) Remove existing uphill and downhill seal plates.c) Grind shell as required.d) Layout and install seal plates.e) Install gear cover.f) Minor modications to cover supports areincluded, if necessary.

This task will consist of 3 men for 6 12 hour shifts.216 Man HoursNTE $25,000.00

3. Install new feed end seal, plates and riding band.a) Gouge loose existing riding band.b) Grind shell.c) Install new riding band.d) Install new seal plates.


4. Install new oil wiper @ gear cover.This task will consist of 2 men for 12 hours.24 Man Hours

NTE $25,000.00

5. Remove end caps from all trunion rollers.a) Check bearings.b) Check thrust buttons.c) Clean and check oiling system.


the work is completed, being satised simply thatthe work is done. This approach to managing outsideresources has led to a certain complacency and ab-

sence of effective oversight of the contractors activi-ties. Contractors receive little follow up, are viewed asa simpler way to get work done, and are almost neverinterviewed to review performance or learn evolvingbest practices.

To modernize their aged practices and ex-pand limiting views of outside resources, pulp andpaper mills require strategic management plansthat include long-term outage objectives, nancialmanagement guidelines, and contractor relationshipdevelopment. This article is a blueprint to developand implement such a plan, but rst, here is an ex-ample illustrating the effect of unmanaged contractorresources.

In 2005 during a maintenance improvement proj-ect at a west coast mill, we were asked to reduce thecost of maintenance and increase the reliability of themill assets. To begin, a planning strategy was created;improved scheduling processes implemented; fore-men were coached on the job; and improved inter-and intradepartmental cooperation established (Pulp& Paper, Nov. 2007; Maintenance renaissance: Bring-ing reliability to production). The project proceeded

as planned and projected results began to materialize with one exception, costs were not falling as quicklyas predicted. Further investigation uncovered a surgein expenditures on outside maintenance resources.The number was large, and growing out of control.The cause? Improved processes, particularly plan-ning and scheduling, allowed for more work to becompleted, which led to the hiring of more contrac-tors to ll the increased capacity to do maintenance. A strategic planning initiative was implemented,including nancial checks and balances, to managethe situation and signicantly reduced the contractorexpenditures by creating efciencies.

The rst step we took was to stop the freespending. The second step was to determine howto regain control of the outside resources employedby the mill. Both steps were taken with a sense ofurgency and determination. Costs were quicklybrought under control and signicantly reduced.Our approach to assisting clients with performanceissues changed; the impact of contractor manage-ment strategies became a more important elementin our improvement process design strategy. This was

especially true with regard to the annual outages that


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25/44



Fig. 3 Kiln work step job plan

Direct Labor: 47,281.00$ Linear Ft # of SectionsPer Diem and Travel: 12,834.00$

Material: 96,323.00$ 30 1Total Cost: 156,438.00$

Total 12 hr Shifts: -$

Hours Super WF Mech SD TK Watch MH Total BL total MH Mech B LBR CW Watch

- - - - -

- - - - -

- - - - -

- - - - -

- - - - -

- - - - -

- - - - -

- - - - -

- - - - -

- - - - -

- - - - -

- - - - -

- - - - -

- - - - -

- - - - -

- - - - -

- - - - -

- - - - -

- - - - -

- - - - -

- - - - -

- - - - - Shift GF BL Mech B LBR CW HW/BW/FW

Total Hrs - - - - -

Total Cost -$ -$ -$ -$ -$

Total Sum -

Material List Quantity Unit cost/unit overage # Pallets Total

Kruzite 70 108-126 RKB ea - -$Refratherm 150 eaSairset Mortar Lbs - -$

ea - -$

ea - -$

Total -$

Total Hour/Craft

Total

13.5 ft. Diameter Kiln Brick Repair

Total DurationAverage Manpower/Craft

Start laying brick overheadClean out kilnMop kilnRemove platforms and pipeHeat up

Clean up

Inspection plantLayout square lines (masonite board)Set up brick rollersStock brickStart laying brick (bed out) no more rolling of kilnSet up bricking rig and platform

Tear out brickRemove brock machineClean out brickSand blast set upSand blast shellClean out debris

Labor RatesStep Plan

Set up platform (include scaffold stairs)Install lightsInspection scope verification

Set brock machine and saw (electrician)

7am 7pm 7am 7pm 7am 7pm 7am 7pm 7am 7pm 7am 7pm 7am 7pm 7am 7pm 7am 7pm 7am 7pm 7am 7pm 7am 7pm3/27/2014 3/28/2014Thursday Friday

3/19/2014 3/20/2014 3/21/2014 3/22/2014 3/23/2014 3/24/2014 3/25/2014 3/26/2014Friday Saturday Sunday Monday Tuesday WednesdayMonday

3/17/2014Tuesday

3/18/2014Wednesday ThursdayStart 3/17/14

Cool DownPull Hood

Clean Out / Drive Work DEMO

Brick Work Chain Work

Remove Deck / Pull HoodBurner Management

CheckoutLight Off

Fig. 2 Emlex schedule


26/44



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in, mill personnel determined they should be coatedfor protection. The mill has a national account withthe contractor, who theoretically is providing the

best value, the bid for the job was $10,000. The millpurchased the steel and coating materials and had itdelivered to a location less than a mile from the frontgate of the mill where the work would be completed.

It seems like a fairly simple job, until you look alittle closer at the numbers. This contractors statedrate for a painter who can also do surface prep ifnecessary is $19.95/hour. Deducting 30% for equip-ment rental, the contract contained $7,000 for theactual labor. That equates to roughly 30 12-hour shiftsto prep and coat three 25-ft beams, or 120 man hoursfor each beam. Because it lacked a robust contractreview process, the mill grossly overpaid to have threebeams coated.

Although most mills possess similar policies andprocedures, very few apply them uniformly acrossmanufacturing systems. As a result they lose oppor-tunities to reduce contractor costs. Everyone knowsit; few talk about it. Everyone can recall instances ofreceiving contractor invoices, scratching their headsand wondering: Why did that cost so much?

Contractors are, in general, businessmen and women who want to provide good services at a

reasonable price; they want to deliver good value,and develop productive relationships with their millcustomers. They cannot do that in a vacuum. Millleadership must participate in robust interactions with contractors that promote diligent and preciseexaminations of every signicant job that mills expectcontractors to tackle. Without the mills active par-ticipation, we will continue to scratch our heads and wonder why contractor job costs are so high. This istrue in day to day work with contracted resources andespecially critical in major outage and capital projectefforts.

Developing an effective planning process willtransform how a mill approaches its engagement and

management of outside resources. A transformationfrom outdated approaches will save mills money,improve infrastructure maintenance, and improve

productivity and reliability.This blueprint is more than doable. It is not a

matter of awaiting new technology or changed laborunion rules; it is a matter of the will of managementto apply the process and expect improved results.

It is time for the pulp and paper industry tostrategically develop transformational processesand cultures that better utilize and manage outsideresources with an eye toward improved maintenancereliability and planning, and a more productive andprotable future.

P L A N V S P L A NThe planning process is a fundamental ingredi-

ent in the successful contract management formula.However, as we all have observed, there are numerousopinions about what a good plan actually contains.Two examples illustrate the point. The rst is takenfrom a recent North Carolina mill annual outage. Thecontractor submitted a plan for the $500,000 pluskiln work with the document, Fig. 2. You can draw your own conclusions as to the acceptability of thesubmitted plan.

The second example represents what I believe tobe a more precise instrument that breaks down the work into more manageable and measurable activi-ties. It identies who is doing what, when, and forhow much money. Safety is better served, productiv-ity is easier to promote and measure, and the qualityof work is simpler to assess, Fig. 3

Terry Whalen is the founder and president of TeamDevelopment Group (TDG, Florida, [email protected] PPI
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27/44

bleaching


By MARK WILLIAMSON

Optimization solution smooths out bleach plant operation,

saves bleaching chemicals, improves brightness stability

BURGO ARDENNESSTABILIZES BLEACHING PROCESS

F ACED WITH A DIFFICULT to control processand high bleaching chemical consumptionBurgos Ardennes mill in Belgium needed to

update its measurements and controls to achievebetter process stability, consistent quality and lowercosts. And that has been accomplished throughMetsos expert Bleaching Optimization services. Themill lists its capacity as 360,000 tonnes/yr, but thathas recently been increased to 400,000 tonnes/yr, allof which is for short ber papermaking applications,either used in the integrated coated paper mill or soldto external customers. The nal brightness targetsrange between 88 and 90.

The wood species used at the Ardennes millare poplar, beech, birch and oak and this mixture

presents a challenge for bleach plant operations. Thebleaching of mixed hardwood pulps is a very difculttask as the differing delignication and brighteningcharacteristics of various wood species are addedcomplications to the naturally complex chemicalreaction process. Effective control implementationrequires some in depth knowledge of the process andhow to deal with disturbances. Bleaching processstability and efciency is inuenced by many processvariables that can affect the reaction rate, chemicalconsumption and nal pulp brightness endpoint.Therefore, the measurements and the controls haveto be in top notch working order and tuned to perfec-tion to get process stability and the target quality withminimum chemical dosage.

The improvements at the Ardennes mill havebeen achieved by a successful measurement andcontrol implementation using new Metso analyzersand Bleaching Optimization services that have dem-onstrated a substantial saving in bleaching chemicals with a more stable process. Most importantly, thestability has been maintained after the project wascompleted in the summer of 2013 by a continuing

Performance Service Agreement (PSA). After the ini-tial commissioning, the controls have been adapted

Burgo Ardennesbleach plant


28/44

bleaching


to signicantly higher production rates later in thelater part of 2013. Remote diagnostic reporting haspointed out some process improvements that were

implemented with positive results. The improve-ments in chemical utilization are continuing.

TA I L O R M A D E C O N T R O L SEric Bazzoni, ber line production manager, sumsup the mills objectives and the results achieved:Before the new controls it was difcult to achievehigher brightness targets for some customers. We were having problems with process stability and highchemical consumption. Our goal with the new mea-surements and controls was to stabilize the processand reduce costs. Now, we have a big advantage as wecan achieve the right brightness even at the higherproduction rates. Before, it was difcult to achievestability from shift to shift as operators would manu-ally change parameters. Now, the control systemadjusts by itself and the parameters are the same. Wedo not have any off-specication pulp.

He points out that chemical consumption is keptto a minimum since the chemical residual of chlorinedioxide after the bleaching towers is at a very lowlevel. He says there are no problems with off-gassingthat might cause health, safety and environmental

problems.Pierre Carnevali, mill projects manager, adds

his thoughts on the controls implementation, I amimpressed that the Metso engineers have adapted thecontrols to our own process. For us, it is a tailor madecontrol for our own mill.

P R O J E C T S C O P E D E F I N E D B Y A U D I TThe project scope was dened by a Metso measure-ment and controls audit requested by the mill. Theprocess study dened the measurement and controlrequirements and the agreed control guarantees fornal brightness stability and reduction in chlorinedioxide consumption. The study concluded thatmany of the process measurements were obsoleteand needed replacement with modern versions. TheMetso engineers also recommended some changesin the measurement scheme that would improveprocess controllability. Franois Zune, Burgo processengineer, says the most signicant recommendation was to change the pulp Kappa sampling point fromafter the B 0 (or D 0) stage chemical mixer to before themixer. This would provide a more responsive feedfor-

ward control.The new measurements included a Metso Kappa

Q for online Kappa measurement at ve samplinglocations, three new Metso Cormec5 inline bright-

ness measurements and three new pH measurementpoints that include a Metso Filtrate sampler. Thenew ltrate sampler provides a clean sample to thepH probe and thus avoids fouling and measurementinstabilities that are common to the previous inlinemeasurements. Metso engineers implemented theBleaching Optimization using advanced processcontrol (APC) tools in order to optimize the stabilityand costs of the bleaching operation. The processmeasurement points are shown in Fig.1

The control strategy automatically manages del-ignication (as measured by Kappa) and brightnessto achieve the nal brightness target in a cost-effec-tive way. This is done by avoiding over consumptionof bleaching chemical. In dioxide stages, adding morechemical past a certain optimum point no longerproduces a corresponding brightness response. Inmany cases the chemical dosage is kept above thisoptimum limit to ensure that the brightness target will be achieved. This is typically what operators do ina manually controlled operation as Burgo had. Whenthe standard deviation of brightness is reduced dueto more effective process control, this safety margin

can be cut. This results in signicant chemical sav-ings.

Franois Zune, projectengineer (left) andPierre Carnevali, millprojects manager


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bleaching


The control guarantees were tested in the sum-mer of 2013 and the results were better than the guar-antees. Brightness variability was reduced by 47.9%and chlorine dioxide consumption was reduced by8.7%. The project was accepted.

O P T I M I Z AT I O N C O N T I N U E SBut this was not the end of the task to maintain and

improve the controls. The mill planned to increaseproduction from 1,015 tonnes/day to 1,100 tonnes/day. This would affect the residence time in thebleaching towers hence change the dynamics ofthe bleaching chemical reaction. With a shorterresidence time the consumption of chemical wentup as expected. Metso retuned the controls for theshorter residence time and different control dynam-

ics .The controls were retuned to give the originaland expected process stability. This was done undera continuing PSA that includes an annual site visit forcontrol issues. To keep the important measurementsin good working order a Preventive Maintenance Agreement contract for Kappa Q and other ber linemeasurement includes several visits per year.

The PSA includes remote system and pro-cess monitoring though a link to Metso and 24/7telephone help services. The service monitors thebleaching process performance stage by stage and is-sues daily and monthly control performance reports.Bazzoni nds this a useful tool as it gives a concisereport on key control objectives and uncovers anyproblems. Carnevali adds: The reports tell us if weare in a good control range or not and if we are con-suming the right amount of chemicals.

Even after a short time this service proved its worth by detecting a problem, notes Zune. He saysthat a process temperature regulation problem wasdetected by the remote link to Metso. Temperaturehas a signicant impact on reaction rate so thisproblem had to be xed to improve stability. This was

done and the bleaching is more stable, reports Zune.The optimization process continues. Metso has

recommended that B1 stage pH could be reduced tosave bleaching chemical further. The preliminary re-sults look promising. FRP piping has been installed toavoid corrosion at the lower pH levels. Control tuning was ongoing at the end of March, 2014.

Zune says that the mill people have learned alot about bleaching control from Metso. The remoteand telephone help services help to detect and cor-rect problems quickly. It has opened our eyes, heconcludes.

The mill will continue to improve mill operations with the installation later this year of Metsos Causti-cizing Optimization along with a Metso Recovery An-alyzer that will measure key chemical concentrationsin the process. The goals are to stabilize and increasecausticizing efciency, stabilize residual carbonatelevels and to reduce fresh lime consumption.

Mark Williamson is a journalist/engineer based inThornhill, ON, Canada PPI

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Metso

HD 4000

Controls linked to mill DCSOperator Interface

Cormec5

WP6 WP8

KappaKappa

C%

Kappa+Brightness

Temp C%C%C%

Brightness

pH pH pH

FiltratepH

Kappa +Brightness

FiltratepH

FiltratepH

H2SO 4

D1 D2EOPZB 0

H2SO

4

ClO 2 ClO 2ClO 2

NaOH

H2O 2 O 2O 3

HD Oxytrac

Filtrate B0

Cormec 5Cormec 5

Fig. 1 - Bleaching process measurement points

The KappaQ Analyzertakes online samples

of pulp from vepoints in the process
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30/44

coat ing


Higher quality, high-speed printing presses, improved en-vironmental performance are but some of the demandssuppliers such as Cargill must meet to help customers.

THRIVE THROUGH


31/44

coat ing


By ANDREAS BECKER

From research to the market, Cargill knows acompany needs to understand customer demands

P APER COATING technology has seen a fast de-velopment during the last 50 years. Machinesgot faster and wider, more efcient by utilizing

different application concepts also in combinations.Coating color formulations were adapted to meetthe increasing demands of production with regard torheology, binding and quality of the coated papers.Starches as well as starch preparation have seensimilar developments to enable higher coating solidsat high speeds with high amount of starch based

binders possible to get optimal cost performance,runnability and quality.

Cargill set up its Application and DevelopmentCenter (A&DC) in Krefeld, Germany, in the mid-1960s being a partner to the paper coating industryenabling the development of starch based bindersalongside and in close cooperation to the most actualtechnologies. In the early 1990s, Cargill was the rstto develop a product for lmpress high solids coating with smooth rod premetering.

During the last couple of years the paper industryin Europe has seen a variety of challenges andchanges. Starting with a higher degree of consolida-tion coupled with overcapacity in the graphic sectoras a result of new media and IT the industry nowa-days is focusing on cost optimization at a maintainedquality.

To face the market challenges Cargill is trying tohelp its customers thrive by proposing innovativesolutions and optimizing their recipes to meet theirneeds. Its understanding of coating technology isthe basis for its success as a leading manufacturer ofcoating starches.

The Application & Development Center is furtherbacked up by satellite operations in Vilvoorde (Bel-

gium) and is bridging the gap between research andthe market.

H E L P I N G C U S T O M E R S T H R I V E

T H R O U G H I N N O VAT I O N

Partnership between producers and suppliersis an essential component of product innovation.Exchanging ideas and experiences with people fromproduction and R&D is critical as understandingcustomers needs is one of the most relevant ways to

develop the optimum solution.Paper coating requires the ne tuning of multiple

parameters to optimize runnability and perfor-mance, e.g., coating color rheology, water retention,coater adjustment. It is about taking a holistic view,rather than looking at the effect of starch in isola-tion. Advanced instrumentation techniques allow anunderstanding of the rheological behavior of starch,its interactions with other coating color componentsand interactions between the coating colors and thebase paper. Mastering this complexity allows Cargillto ne tune its products to provide solutions for thedifferent coating processes under most diverse condi-tions. By using those tools, it continuously works toimprove the performance of its coating starches.

G R O W I N G T H E C O AT I N G S TA R C H E S

O F F E R

In the early 1990s Cargill introduced theC*Film series. Their excellent rheology meets therequirements of runnability and performance ina demanding application. And, to futher extendthe amounts of starches that can be used in coat-

ing formulations and thus their performance, theC*iFilm range has been developed which extends

INNOVATION


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coat ing


the working range up to 25% higher compared withC*Film.

Cargill specialists know there is a consensus in

coating applications that maximizing coating colorsolids has positive effects on coated paper qualityand energy efciency. Therefore, Cargill developedthe C*iCoat series, specially designed for high solidscoating. With high powder solids and thus enablinghigher coating solids right from the start, this conceptcaptured the imagination of coating technologists.

Since sustainability and biodegradability are major concerns for customers too, the challenge today isno longer just to provide optimal goods and services,but to do so in a sustainable way, reducing the impacton the environment. Made from renewable naturalresources C*Film, C*iCoat and C*iFilm are cost effec-tive solutions allowing to replace petroleum syntheticbinders. Added to this, Cargills product ranges are100 % biodegradable, chlorine free and supportgreener papermaking processes.

T H I N K I N G T H E F U T U R E O F C O AT I N GA N D . . . W E T- E N D S TA R C H E S

Cargill is not just looking for a simple replace-ment of latex or other synthetic binders but alsoto improve the overall value proposition for its

customers. Todays markets require cost effective-ness with an expected ongoing pressure on graphicpapers, but also higher demands for printed pack-aging materials. The aspects of sustainability andbiodegradability alongside quality and cost willbe an integral part of Cargills continuous effort tomeet its customers needs and for the company todevelop innovative products and solutions to meetthe future challenges of coated paper and board.

In the wet-end application, novel starches areavailable enabling high levels of wet-end starchaddition, allowing customers to meet the expectedfuture challenges for paper strength. Packaging pa-pers in particular may face issues of availability, costand quality of bers. By combining solid technicalknowledge with deep industry insights, Cargill hasdeveloped and ofcially launched its new C*iBond wet-end solution during the latest PulPaper exhibi-tion in Helsinki.

In this increasingly competitive paper market,manufacturers need to constantly improve theirproducts performance. At the same time, the guar-anteed availability of potato starch is coming under

pressure, which means its availability for industrialapplications is likely to become scarce.

Obtained from renewable resources which se-cures durable availability, the C*iBond wet-end starchdeveloped by Cargill achieves a better or at least

similar performance than any other raw materials.This solution increases paper machine runnabil-

ity and decreases the risk of paper web breaks. Itensures quality performance over time and plays akey role in the total retention and dewatering.

A C H I E V I N G H I G H E R E F F I C I E N C Y I NW E T- E N D P R O C E S S

Having a higher starch paste viscosity which leadsto a high level of ash retention, Cargills solution pro-poses high bonding with pronounced dry strengthproperties and offers paper makers additional costsaving through ber replacement.

For dewatering behavior C*iBond deliverssignicant benets. Its dewatering time at 1% ad-dition is close to that of a cationic potato starch at0.6% addition. This means higher machine speedcan be targeted, which in turn leads to further costoptimization. In addition C*iBonds low impact onfurnish charge neutralization enables either highaddition levels if strength increase is desired, or al-lows ber replacement with cheaper alternatives toreduce costs.

Cargills patented solution has been designed tomatch modied potato starch performance whileremaining a long-term and cost effective alterna-tive. Compared with a potato starch with the samecationic degree of substitution, Cargills C*iBond customers identied a lower starch consumption,better ash retention as well as rst pass retentioncombined with similar paper strength.

C*iBond wet-end starch is part of Cargills com-prehensive package of services and tools to help itspaper making customers businesses thrive.

Andreas Becker is Global Technica l Manager Paper,Cargill PPI

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