Improving

Maintenance:
Shutdowns and
Productivity
A pulp and paper mill example

Knowledge Management and Transfer

1
 MAINTENANCE IN A PAPER MILL
CONTENTS

01 OBJECTIVES

02 MAINTENANCE IN A PAPERMILL

03 INITIAL ACTIONS

04 APPROACH TO SUSTAIN CHANGE

05 WHERE WE ARE TODAY

06 GOVERNANCE

07 SUMMARY

2 2
 KEY QUESTIONS
AND OBJECTIVES
KEY QUESTIONS OBJECTIVES

• How to create an integrated working relationship between Production
and Maintenance to promote the “one team” philosophy?
• How can KM&T support Production in the alignment towards the 2016
Manufacturing Plan
• What is the deployment method?
• How do we engage?
• How do we identify talent within the business
• How do we exit with a sustainable culture?
• Where are the key opportunities to reduce cost within the Production &
Maintenance?
• Fixed – Org structure/capabilities
• Variable – Operational efficiencies
• How do we articulate benefit/impact to the business in terms of return on
investment?
• Cost down ($)
• Efficiency ($/T)
• What are the resource requirements and activity details that maintain the
gains communicated as part of the 2016 Maintenance plan?
• Promotion of the “One Team” philosophy
• Align the mill with the 2016 Manufacturing plan and Improvement Project
deliverables– facilitate and support delivery of the cost savings required –
inclusive $8m – EBA discussion
• Closer fit of Production and Maintenance – moving towards single
objectives, common goals and collaborative working
• Develop a visible and measurable improvement business systems,
Production processes and management coaching systems
• Drive accountability of performance down to the operator level
• Deploy transformational thinking and tools as deployed in Maintenance to
Production.
• Identification and development of “Change Agents”
• Promote engagement that result in measurable increases in business
improvement initiatives by the “One Team” working relationships
• Monitor, maintain and support the Maintenance department

TRANSITION, ENGAGE, DEPLOY, SUSTAIN AND EXIT

3 3
 MAINTENANCE & PRODUCTION:
MAINTENANCE IN A PAPER MILL

Knowledge Management and Transfer

4
 MAINTENANCE IN A PAPER MILL
WHAT WE FOUND
Maintenance Current State
Continuous
Improvement
Improve not
just fix
Where we were Fix it before
breaks
Strategic
Performance Measures

Fix it after Proactive • Alignment

it breaks
• Eliminate (Shared
Planned Defects Vision)
• Improve • Technology
• Predict
• Plan Decisions
Reactive
• Schedule • Redesign
• Chaos
• Coordinate
• Frustration
• Control
Do Not Fix

2016 2017 2018

5 5
 MAINTENANCE IN A PAPER MILL
WINNING HEARTS & MINDS

• Preliminary planning/scheduling restructure

• Structured interviews
• Process mapping workshops
• October shut visualisation
• Quantitative data analysis
• Planning and scheduling organisation structure review
• Union engagement
• Genchi Genbutsu (Go, Look, See)
• Facilitation of site cleanse
• Task force review
• Workflow review
• Engagement with wider stakeholder group

6 6
 MAINTENANCE IN A PAPER MILL
WINNING HEARTS & MINDS
Summary of interviews with 36 people across the maintenance department.

People
-ve +ve
• Distrust of management
40% 60%
Happy in your job? • Lack of direction
50% 50% • Lack of accountability and discipline
Proud to work at the Mill? • Want better communication
70% 30%
• Change fatigue
Do management lead by example?
80% 20%
Supported by management?
90% 10%
Process
Systems training support?
60% 40% • Production dominated
Access to tools? • Short-term and reactive
80% 20%
• Selective adherence to process
Parts availability?
• Moving goalposts (e.g. shut plan)
• Poor contractor control
-ve +ve
7 7
 MAINTENANCE IN A PAPER MILL
ENGAGEMENT
Some anonymous interview comments from the Maintenance Organisation….

“Micro Management!”
“Unilateral decisions (from Production) on shut timing”
“Company needs to re-structure to survive”

“(On Labour Share) Doing b*&^s&*t work on b*&^s&*t “(People have) the attitude that the company
shuts at Converting or M2 or M3 when the common owes them a living”
systems in PR are falling apart”

“(On how you know if you are doing a good job)

The machine is running and no-one is yelling at
“(On the Annual Review Process) That is one you. Other than that no KPIs for us”
hour of your life you will never get back”

“(On labour share) All labour should be in a

central pool. Too many people think that their
“(On what we need) Leaders, not managers, and
labour is just theirs”
no yelling/screaming”

“(On support from senior management) None. They

“(On the mill’s financial performance) We are
look for any excuse to put marks against you”
told not well, but we keep spending money”

“Hard to be motivated when we are constantly told

“Changes of behaviour/ways to work/way to run how bad we are”
the mill requires CHANGING THE PRODUCTION
MANAGEMENT”
“Maintenance personnel seem to be the target for
cost reduction, yet production appears
untouchable”
8 8
 MAINTENANCE IN A PAPER MILL
ENGAGEMENT - MAPPING
Urgent Tasks (P1-P2)
• Lack of visibility of this week and next week forecast
planning
• Area has grown in responsibility (DIP) yet resource has
not increased
• Work orders are pushed out dependent on production
dictating what they think, not what is fit for the business
• Systems and processes are in place but the people
change decisions to what benefits them, causing issues, •
rework at a later date
And, Many More!
9 9
NB: Examples taken from workshop with representatives from Fibrelines E&I
Non Urgent Tasks (P3-P5)
• Work requests accepted after shut closing date causing
problems with planning workload leading into shuts
• Production placing work requests on incorrect assets –
requiring this issue to be discovered and fixed by
maintenance
• Team Leader being used on data entry work – is this
efficient and cost-effective?
Not all assets in PBS4 – ability for operators to assign
work to ‘NSSC E/I Workshop’ if they can’t find the
correct asset
And, Many More!
 MAINTENANCE & PRODUCTION:
INITIAL ACTIONS

Knowledge Management and Transfer

10
 MAINTENANCE IN A PAPER MILL
INITIAL ACTIONS October Shutdown Lessons Learned

October Shutdown • SWOT Analysis

• Ishikawa (Fishbone)
• October Shutdown execution Analysis
meeting
• # Problems Identified 29 Closed 29
• Shut Overrun: 86.7Hrs
• Shut Budget Overrun: $2.377m
• # of additional WO: 130*
*=/- 20%

Mill Shut frequency reduction workshops

M3/M1 Shut reduction
workshops
• October Shutdown R5 Economiser • Current state: shuts per
• FMEA process to identify repair risk mill/year = 13
• Future state: shuts per
mill/year = 7
OPC M3 Pilot
M3 Pilot
• Visual Management
• Introduction of Earned Value System installed
Tracking • Success factor identified
and communicated
through visual
management

11 11
NB: Examples taken from workshop with representatives from Fibrelines E&I
 MAINTENANCE & PRODUCTION:
APPROACH

Knowledge Management and Transfer

12
 APPROACH
FRAMEWORK
LEAN
TRAINING TARGETS TO IMPROVE (TTI’s)
KEY PERFORMANCE INDICATORS (KPI’s)

Management
Confirmation
Process
Cross KM&T Policy
GM Level 0 Level 0 GM department projects Deployment
(SQCDP) (SQCDP)
Project Hopper
DEPARTMENT DEPARTMENT Department
PMO process

Leadership Disciplines
Coaching / Mentoring
iCENTRE Level 1 Level 1 iCENTRE projects
(SQCDP) (SQCDP)
ROI agreement
AREA iCENTRE process
Level 2 Level 2 AREA iCENTRE Area
AREA iCENTRE
(SQCDP)
(SQCDP) (SQCDP) projects

Current Lean
Level 3 Level 3 TEAM BOARDS Team
TEAM BOARDS Leadership/SGA
(SQCDP) (SQCDP) projects Program

FOCUS FOCUS FOCUS

Articulate the cascade of daily measures down to Consistent coaching of Clear identification and support of improvement activities aligned to
operator level that drive culture of accountability the management teams the site annual objectives
and support in line with process
• Human Factors • Standardised Work
• KPI definition: Level 0  3 confirmation to allow the
• Roll changes • Felt change
• Deployment strategy (Org structure, Org business to recognise
• Boil outs • Grade changes
capability) issue with process and
• Speed • Paper breaks
• Communication and effective meetings breakdown ‘Defensive
• Product yield • Variation control
• Escalation culture’
13 13
 APPROACH
5 PHASES
PHASE I: Diagnostic PHASE II: Scene Setting PHASE III: Deploy KPI's PHASE IV: Implement PHASE V: Exit
Create the Production
Roll out and Monitor, confirm
Engagement environment for management
governance and exit
change systems

• Transition of Maintenance • Define catalyst for change • Articulate departmental • Generation and installation of • Deployment of a robust
resource (“Fix team”) to within the mill KPI's that are aligned to the 3 levels of integrated iCentres process confirmation activity
Production • Definition and roll out of 2016 Manufacturing plan • Installation of a visible • Assessment of the
APPROACH

• Establish where
Maintenance learnings and
procedures can be rapidly
deployed to Production
• Analyse core Production
activities
• Validate data analysis
• Engage operators in
mapping
• Determine critical work
streams
• Diagnostic report
OUTPUT
rapid structure changes • Definition of the cascade management system the sustainability of the
• Identify and deploy and escalation of metrics articulates improvement management system
“Change Agents” down to Superintendents benefit • Agreement of project
• Install containment • Install the governance process deliverables
• Utilise rapid improvement
event strategy within activities to control critical to manage the critical project • Agreed exit/transition
Production performance issues activities strategy
• Create Mill wide • Identification of SME • Consistent communication
communication strategy • Cross team approach to cost • Introduce Project Hopper
benefit analysis (aligned project selection)
Monitoring and communication of outputs and impact
• Initial structure changes • Operational Improvement • Integrated iCentre roll out • Sustained management

• Determine high level KPI’s
that can be evolved into
Visual Management
• Agree deployment
strategy
• Operator engagement
14
• Rapid improvement
activity
• Change environment
• Mill wide communication
through agreed
containments
• Agreed entitlements
• Production targets, output,
efficiency and cost savings
• Organisational capability process
improvement through • Delivered cost benefit
coaching and mentoring through PMO
• Governed projects • Capability increase of key
• Cross team working personnel
• Follow up plan
14
 APPROACH, PHASE I:
ENGAGEMENT
ENGAGEMENT
1. ENGAGE PRODUCTION & MAINTENANCE
• Create and deploy a communication and awareness plan
• Engage the shop floor and operational staff through a series of interviews and workshops to
understand the true voice of the business
• Analyse initial data sets and review opportunity with key stakeholders and agree work
streams
Maintenance Workshop Engagement
2. PLAN POLICY DEPLOYMENT

POLICY DEPLOYMENT • Review the 2016 Manufacturing Plan with Production management
• Develop high level critical path and key opportunities
• Define the KPI's at the department manager level
• Agree escalation criteria and review frequencies

3. MAP THE BUSINESS

• Map of the current organisational structure and value streams

• Engage the operational staff in a series of mapping workshops to articulate the
opportunities to the wider business
• Articulate the benefits of standardised work and opportunities to deploy
• Identify critical inputs and assess capability - Pulp
• Identify waste opportunities - Paper
• Assess interdependencies across work streams
Alignment to the Manufacturing Plan
15 15
 APPROACH, PHASE II:
CREATE THE ENVIRONMENT FOR CHANGE
CATALYST FOR CHANGE
1. CREATE THE CATALYST FOR CHANGE
• Listen to the voice of the business
• Identify the “burning platform”
• Create “strapline” aligned to the Manufacturing Plan for 2016
• Communicate the agenda

2. ROLL OUT RAPID STRUCTURE CHANGES

CHANGE AGENTS • Identify gaps within the organisational structure (Capacity and Capability)
• Identify activities to mitigate gaps in the current structures (Restructure)
• Introduce short term and long term organisational plans
• Recognised short term training needs analysis
• Roll out training

3. IDENTIFY CHANGE AGENTS

• Articulate Change Agent selection criteria

• Identify potential Change Agent candidates
• Select Change Agents
• Define training plans
Identification

16 16
 APPROACH, PHASE III:
PRODUCTION/MAINTENANCE MANAGEMENT SYSTEM
CASCADE OF KPI's 1. DEPLOY DEPARTMENTAL KPI's

• Communicate to all levels in the business the objectives of the departmental KPI's aligned to
the Manufacturing Plan
• Define what metrics are to be measured at Area Manager and Superintendent level and
frequencies
• Align Maintenance metrics to be displayed within Production reporting structure
• Drive performance KPI's to the shop floor that operators can identify with

Manager Level 1
2. INTRODUCE METRICS

CONTAINMENTS
• Install and populate integrated Production Manager iCentres incorporating Maintenance
metrics
Documented • Introduce management cadence between Production and Maintenance
Confirmed • Initiate coaching process for daily meetings
Communicate through
what we do lifetime • Introduce problem countermeasure approach

Replace by
3. INSTALL CONTAINMENTS
Use more Contain the
problem permanent
resource
fix
• Understand the critical violations and effects (operational and financial)
• Identify critical inputs and define control mechanisms
Attacks the
• Develop containment method and roll out
Temporary
symptom
fix • Create the measurement system to confirm effectiveness of the containments
Confirmed
effectiveness

17 17
 APPROACH, PHASE IV:
ROLL OUT AND GOVERNANCE
1. CASCADE METRICS
CASCADE OF KPI's
• Install iCentres to include Area Managers and Superintendents
• Continuation of the Production – Maintenance “one team” management system
• Coaching and mentoring of the iCentre process including effective first line problem
countermeasure
• Introduce Team Leader reporting metrics into the Superintendent iCentre processes

2. INSTALL PROJECT GOVERNANCE

• Assignment of the senior sponsorship and communication plan
• Review interdependencies and agree phasing of projects as identified in phase 1
• Assignment of critical projects (TTIs)
• Create a visible and measurable improvement business system, production processes and
GOVERNANCE management coaching
• Establish governance framework, issue log and conflict resolution methodology – installed
project management office (PMO)
• Increase engagement levels that result in business improvement initiatives by the “one
team” working relationships
• Ensure HR alignment with Small Group Activities (SGA) and Lean Leadership Training
Programs

3. SUPPORT PRODUCTION

Recovery PMO • Support Production and Maintenance staff in the delivery of projects
• Define and communicate of improvement activity impacts
• Support and facilitate frontline problem solving and G5H investigations

18 • Develop specific training workshops to support project delivery 18

 APPROACH, PHASE V:
MONITOR, CONFIRM AND EXIT
PROCESS CONFIRMATION 1. INTRODUCE PROCESS CONFIRMATION
Operator
Operation Activity (100%) • Train and communicate the intent of process confirmation (visible leadership behaviour) to
Team Leader the management teams
Confirmation Activity (15%)
• Define critical processes to confirm

Confirmation Activity
Manager • Create documentation set to govern the process
(5%)
• Include process confirmation to the iCentre – visible performance and adherence
Senior Manager
Confirmation Activity (1%)
2. DEFINE KNOWLEDGE TRANSFER
Habitual review of process
• Generate an assessment criteria to articulate the knowledge transfer process to the
identified Change Agents aligned to the project
KNOWLEDGE TRANSFER • Develop individual training plans
• Complete weekly reviews
• Generate diary of reviews with specific activity focus to close out gaps
• Integrate with the Training Department to access additional training funding (internal or
external)

3. COMPLETE EXIT PLAN

• Define the exit strategy

• Agree follow up actions
Knowledge transfer
• Confirm review points

19 19
 MAINTENANCE & PRODUCTION
GOVERNANCE

20
 PMO STRUCTURE
AND DEPLOYMENT
KEY ASPECTS OF THE PMO OFFICE
Governance Executive

1. Establish a clear Governance Structure

• Establish a governance executive committee to
Best Practice Network PMO Office review critical issues with ability to make and
enforce decisions
• Establish PMO office with clear mandate and
associated visual management framework
2. Assign accountable work stream leaders
Lead Lead Lead Lead Lead Lead • Leaders need to be internal employees : KM&T
will support and coach
WORK
STREAM Standard Frontline • Ideally work stream leaders will already hold
Org Plant Standardised Maintenance
capability Efficiencies
Process
Work
Problem
Support
leadership positions in the business
Control Solving 3. Identify and manage work stream interdependencies
• Workshop key overlaps across work streams and
identify potential issues and resolution
methodologies
DELIVERY
TEAM
4. Design and implement project monitoring and
governance cadence
• Hold weekly PMO office meetings with work
stream leaders
• Ensure issue resolution and elevate to executive
committee where required
OUTPUTS
5. Develop critical path by work stream, together with
issue and countermeasure log
• Master schedule
• Red amber green reporting
• Clear critical path and alerts when steam is off
PRODUCTION MAINTENANCE track

21 21
 RESOURCE
PRODUCTION WORKSTREAMS
Frame work of the opportunities articulated as part of the Production workshops completed in April 2016
Organisational Capability
• Review current
structure
• Identify capability gaps
• Detail accountability
metrics
• Maintenance transition
• One team reporting
structure
• Leadership behaviours
• Coach and Mentor all
levels in real-time
reporting
22
Production Support
One Team
Plant Efficiencies Standard Process Ctrl
• Downtime opportunity • Understanding of
o Planned process variation
o Unplanned • Identification of the
• Permit to work system critical inputs to
review process
o Union • Identify impacts of
engagement output variation
• OPC liaison • Articulate the cost of
poor quality (COPQ)
• Understand the
measurement system
accuracy and define
improvements
• Define process
capability.
Potential Training Support
Standardised Work Frontline Problem Solving
• iCentre roll out • Support G5H to defined
• Reduce the element of 28day standard
human factor influence • Frontline activities
through standardised utilising 5 Why and
work discipline “CTPM” process
• Work group generated • Introduce problem
process countermeasure
• Identification of process
improvement • Linkage back to
opportunities standardised work
• Collaborative waste
identification
22
 MAINTENANCE & PRODUCTION
WHERE WE ARE TODAY

24
 WHERE WE ARE TODAY
STILL WORK TO DO
Where we are today

Maintenance Current State Continuous

Manager Level 1
Improvement
Improve
Performance Measures

not just fix

Fix it
before Strategic
breaks
Proactive •Alignment Manager Level 2

KPI Cascade Measures

Fix it
after it •Eliminate (Shared
breaks Planned Defects Vision)
•Predict •Improve •Technology
•Plan Decisions
Reactive
•Schedule •Redesign
•Chaos
•Coordinate
•Frustration Superintendent Level 3
•Control
Do Not Fix

2016 2017 2018

Centralised Planning
KPI Deployment
P&S System redesign
OPC
PMO
25 25
 MAINTENANCE & PRODUCTION
SUMMARY

26
 MAINTENANCE & PRODUCTION:
MAINTENANCE SUMMARY

27 27
FOR MORE INFORMATION
Paul McLoughlin Jason Gill Randy Daigneau
Senior Managing Consultant APAC Managing Consultant APAC Managing Consultant APAC

KM&T Asia Pacific KM&T Asia Pacific KM&T Lean Evolutions

M: 0411 395 446 M: 0428 039 043 M: 0519 551 2568

E: paul.mcloughlin@kmandt.com E: jason.gill@kmandt.com E: randy.daigneau@kmandt.com
A: Suite 11.02, 20 Berry Street, A: Suite 11.02, 20 Berry Street, A: Windsor International Airport,
North Sydney, NSW 2060 North Sydney, NSW 2060 3200 Country Road 42, Unit
W: www.kmandt.com W: www.kmandt.com #210, Windsor, ON N8V OA1
W: www.kmandt.com
PAPTAC Atlantic Branch Spring Conference
June 8th 2017
Asteria James Mapunda

© 2012 Northern Pulp Nova Scotia Corporation

a Paper Excellence Company
1. Routine Jobs – SMED

2. Unplanned Failures- Alarm bells

3. Autonomous maintenance

4. Improvement projects (SDAs)

5. Employee improvement idea

© 2012 Northern Pulp Nova Scotia Corporation

a Paper Excellence Company
 Select a maintenance or operational job

 Create a cross functional team

 Review each step of the process (SMED)

 Reduce mean time to complete the Job

© 2012 Northern Pulp Nova Scotia Corporation

a Paper Excellence Company
 Pre-planning
without team
involvement – 96 hrs
 Planning (SMED) with
detailed task and
cross functional
team
62.6
hrs

© 2012 Northern Pulp Nova Scotia Corporation

a Paper Excellence Company
 Pre primary planning without team involvement
 Gearbox change out time 24 hrs

 Planning detail task with MS Project

 Gearbox change out time 14.5hrs

 Performing SMED session with the people involved

 Gearbox change out time 9.5 hrs

Total change out time 7.5

hrs

30
25
20
Hours

15
24
10
14.5
5 9.5 7.5
0
Pre primary planning Planning detail task SMED with team Actual Changeout time
with MS project © 2012 Northern Pulp Nova Scotia Corporation
a Paper Excellence Company
 Reduced time from 38 minutes to 16.5
minutes

© 2012 Northern Pulp Nova Scotia Corporation

a Paper Excellence Company
 Failures that contribute to
◦ Lost tonnes
◦ High repair costs
◦ High chemical cost
◦ High energy cost

 The cost is captured: lost tonnes, repair cost, chemicals and energy
 Action items are developed and actioned
 Improvement project opportunity- Depending on the scope of the
work this can be turned into a team project or assigned to an
individual
 Reviewed weekly with the Maintenance and Operations Managers and
Superintendents

© 2012 Northern Pulp Nova Scotia Corporation

a Paper Excellence Company
 Reason: Lime kiln stopped abruptly due to damage of thrust
wheel and jamming kiln movement
Root Cause: One of the blocks welded for support of kiln ryder ring
is cracked. It detached and jammed thrust wheel

Actions PIC Completion Date

1 Replace Thrust wheel with new one BR Complete

2 Renew Thrust wheel housing and bushing BR Complete

3 Refurbish Kiln gear box and replace bearings BR Complete

4 Weld all cracked support blocks BR Complete

A deflector plate to avoid blocks falling into
5 thrust wheel BR Complete
Investigate reason for crack of welded
6 support blocks KM Complete
Thrust roller pressure indication to be
7 corrected OA 01-Oct-17
Operation checks to be incorporated for the
8 pressure indication with alarm MC 01-Oct-17

9 Thrust wheel - order new spare RB 30-Jun-17

 Registered Pressure Vessel
 Leak Nov 27, 2016
 Leak has increased in size
 Verified safe to operate
 First leak repaired April 6
 Second leak repaired May 11
 NDT Testing shows localized issue
Actions PIC Completion Date
Temporary repair from the outside on
1 one leak, completed April 6 KM Complete
Temporary repair on second leak,
2 completed May 11 KM Complete
Permanent repair planned for the major
3 outage RB Shutdown Oct-2017

© 2012 Northern Pulp Nova Scotia Corporation

a Paper Excellence Company
Objective:
◦ To find and repair issues early before they cause
unplanned downtime.

Scope
◦ Cleaning and inspection to restore equipment to its
original condition

◦ Increase the visibility to eliminate sources of

contamination

◦ Establish new standards for cleaning and inspection

Most challenging
◦ Equipment availability

◦ Manpower availability

© 2012 Northern Pulp Nova Scotia Corporation

a Paper Excellence Company
© 2012 Northern Pulp Nova Scotia Corporation
a Paper Excellence Company
© 2012 Northern Pulp Nova Scotia Corporation
a Paper Excellence Company
 Known as SDAs, Kaizen, Improvement
team
 Projects are made of cross functional
teams to address a known problem

 Normally focusing on cost reduction

◦ Reduce chemical consumption
◦ Reduce energy consumption
◦ Improve efficiency
◦ Increase reliability

© 2012 Northern Pulp Nova Scotia Corporation

a Paper Excellence Company
 Ecofilter uptime %

92
100 82

80

49
60
40 35

40

20 0

0
2016 Jan-17 Feb-17 Mar-17 Apr-17 May-17

Benefits:
1. Reduce white liquor clarity to digester
2. Improve mud recovery
© 2012 Northern Pulp Nova Scotia Corporation
a Paper Excellence Company
 After

Before

© 2012 Northern Pulp Nova Scotia Corporation

a Paper Excellence Company
 Objective:
◦ To foster continuous improvement in the
workplace

◦ To reward employees for continually

improving the business

 Employee gets a reward ones their

idea had been implemented
 The best ideas are the ideas that the
employee have implemented
themselves
 The challenge

◦ Providing resources to implement the

improvement

◦ Routinely follow up to see if the ideas have

been implemented.

© 2012 Northern Pulp Nova Scotia Corporation

a Paper Excellence Company
The idea:
Create a PI tag for the fire water pump
suction pressure and fire water pump
discharge pressure

Purpose: To see when water pumps

are being used and if they have a leak

Submitted by:
Angus Pellerin (Pipefitter)

The idea:
Create a PI tag to view the type of wood
(hardwood or softwood) going to the digester

Submitted by:
Ron Dickson (Chip technician)
Eric Brimicombe (Chip technician)

© 2012 Northern Pulp Nova Scotia Corporation

a Paper Excellence Company
The idea:
Change all incandescent light to LED in Departments 3/4/5 and 10. This is for all 60W, 100W and
300W lamps throughout the mill.
$3853.25/
Submitted by: month
Chris Ranson (E&I Supervisor) Savings

The idea:
Reduce MODO scrubber wash water recirculation to reduce water consumption

Purpose: $2,592/
Less water consumption by 50 to 70 gpm year
savings
Submitted by:
Mike Glennie, Power Engineer

The idea:
To do longer runs of wrapper instead of doing smaller runs every 3 days. Instead of making 60
wrappers make 100 wrappers on each wrapper run

Purpose: $129,504/
To reduce slow time and downtime due to making wrappers year
savings
Submitted by:
© 2012 Northern Pulp Nova Scotia Corporation
Christian Prest (Process Engineer) a Paper Excellence Company
 $4,900 /year
savings
The idea:
USD Electronic Funds Transfer Upload

Purpose:
• Previously using wire payments/cheques for
USD vendors
• $20 per wire
• Time of accounting staff
• Transaction outside SAP
• Separate approval from head office

Submitted by:
Brad Morrison, Financial reporting accountant

© 2012 Northern Pulp Nova Scotia Corporation

a Paper Excellence Company
© 2012 Northern Pulp Nova Scotia Corporation
a Paper Excellence Company
1. Routine Jobs - Reduce change over time

2. Unplanned Failures- Reduce unplanned downtime, Improvement

project opportunity

3. Autonomous maintenance- Find problems before they cause

unplanned downtime

4. Improvement projects (SDAs)- Reduce cost, remove inefficiencies

5. Employee improvement idea- Reduce costs, remove inefficiencies

© 2012 Northern Pulp Nova Scotia Corporation

a Paper Excellence Company
 Index and MBOS
Competition

 KPI Communication

 New Employee Lean

Introduction/Orientation

© 2012 Northern Pulp Nova Scotia Corporation

a Paper Excellence Company
 ID Area Parameter (Index) UoM

Pulp yield ratio BDT/ADT

Kappa (Min/Max) % within the range

 Index Competition
1 Fiberline Digester Production ADT/Day
Chlorine dioxide (ClO2) consumption kg/ADT

Caustic soda (NaOH) consumption kg/ADT

Total

◦ Accelerate improvements in targeted 2

Gross Machine Tonnes

Pulp Machine Pulp Dryer Sheetbreak Times

ADT

Times/Month
Steam Consumption Ton/ADT
Total

operational areas 3 Power

Steam generation
Hog Consumption
Ton/day
BDT/ton steam
Power generation MWh
Total

◦ Provide healthy competition between

Steam/ Black Liqor Solid Ton/Ton
WL EA #
4 Recovery Purchased lime kg/ADT
Natural Gas Consumption gj/TON

sister mills
Total
Labor Cost CAD/ADT

5 HR Manpower Productivity ADT/employee/month

Mill unplanned Overtime hours/month
Total

◦ Provide appreciation for mill

Maintenance Cost CAD/ADT
6 Maintenance Un-Scheduled Downtime hours/month
Total
Logistic Cost CAD/ADT

achievements and promote continuous

Inventory CAD
7 Supply Chain
AP (DPO) Days Payable
Total
Wood Cost CAD/ADT
Chemical Cost CAD/ADT

improvement
Energy Cost CAD/ADT
8 Overall Mill
Production ADT
Conversion Cost CAD/ADT
Total

© 2012 Northern Pulp Nova Scotia Corporation

a Paper Excellence Company
 MBOS
Intra-Mill and Inter-Mill
Competition
◦ Rewards given for MBOS implementation-

Continuous improvement implementation

◦ Improvement projects (SDA)

◦ Cross sharing

◦ Functional competition

© 2012 Northern Pulp Nova Scotia Corporation

a Paper Excellence Company
 KPI Communication
◦ Production & Employee ideas- TV monitors
◦ SDAs- Entrance of the mill and Meeting Room
◦ KPIs- Meeting rooms

© 2012 Northern Pulp Nova Scotia Corporation

a Paper Excellence Company
 New Employee Lean Introduction/Orientation

© 2012 Northern Pulp Nova Scotia Corporation

a Paper Excellence Company
Thank you

© 2012 Northern Pulp Nova Scotia Corporation a Paper Excellence Company

Dewatering Strategies and End
Use Examination of Paper Mill
Residuals

Brittany MacDonald, BSc, BEng, EIT, MES, PhD (CHEE) Candidate

Pulp and Paper Technical Association of Canada Atlantic Branch Meeting
June 7-9th 2017
u Dewatering
uProblem Introduction
uChosen Solution
uAcidification
uAt PHP
uAt ANC
u Symbiosis Opportunities
uInternational Example
uWhat are the possibilities?
u Conclusions & Recommendations

2
The Problem
u Produce over 7 wet tonnes of waste
sludge/effluent per hour
u ~25-38 % dryness depending on season

u Sludge augments Nova Scotia Power’s (Point

Tupper) biomass burners
u More secondary sludge produced in winter
months
u Higher COD and BOD
u Lower dryness (< 30% dryness)

3
‘Best’ Potential Solutions
u Acidification of sludge
u Injection of acid into sludge
upH affects mobility
uBreak cell walls

u Achieve stable dryness of at least 30% in colder

months (higher COD months)
u Sonication of sludge
u Disruption via ultrasonic waves

4
Acidification: Methodology – Lab Scale
u Acid preconditioning based on lab trials done in
collaboration with FPInnovations
u Allow water release through cell eruption
u Titration based experiments with 98% sulfuric
acid and ferric sulfate

5
In Situ Trial

6
Ratio & Dryness
39 1,25

1,20
37

1,15
35
Acidification increased
dryness by ~ 4% 1,10

Ratio (sec/prim)
Dryness (%)

33 1,05

31 1,00

0,95
29
0,90

27
0,85

25 0,80
0 100 200 300 400 500 600
Time (hr)

Baseline Dryness Ferric Sulfate Dryness Sulfuric Acid Dryness

Post Trial Dryness Final Ferric Dryness

7
Calorific Value
6
Target
5,5
Calorific Value (GJ/tonne)

4,5

3,5

3
0 5 10 15 20 25 30
Time (days)

Baseline Ferric Sulfate Sulfuric Acid Post Trial Final Ferric

8
 Mixed pH

11
13

3
5
7
9
Baseline

Ferric Sulfate

Mixed pH
Sulfuric Acid
Mixed pH vs. Acid Usage

Ferric #2

Ferric Sulfate

Sulfuric Acid
Acid Flow

Ferric #2

Predicted Sulfuric
0
500

9
1000
1500
2000
2500

Acid Flow (ml/min)

 Chemical Cost Analysis
4000 1,25
Sulfuric Acid is the
economical choice
3500
1,20

3000
1,15

2500

Ratio (sec/prim)
Relative Cost per Day ($)

1,10

2000

1,05
1500

1,00
1000

0,95
500

0 0,90

Coagulant Polymer Acid

10
Overall Economic Analysis Overall Savings ~$1,155/d
~34,670/mth

Savings ~ $590/d
~$17,710/mth
Estimated Cost per Month ($)

Savings ~ $226/d
~$6,787/mth Calorific Value
Improvement Savings
Acid Cost ~$430/d ~765/d
~$12,800/mth ~22,970/mth
Coagulant Polymer Acid Calorific Value Total
Improvement
Sulfuric Acid
Ferric #2
Ferric Sulfate

Predicted Sulfuric
Baseline

11
Off-site Implementation
u Alberta Newsprint Company (ANC) expressed
interest in attempting acidification
u Trucking costs likely to be notable savings
u Lab scale trials at ANC conducted
u Potential for acidification success
u In situ trial to be pursued in future

12
International Example

13
What are the possibilities?
Striped Bass
Aquaculture
Oysters

Low Vegetables
Grade
Greenhouse
Heat Plants

Heat Intensive
PHP Processes
Internal Use
Dewatering

Fuel Variable
Sludge
Pellets Composition
Fertilizer
Soil Amendment

14
Sludge Reuse
Moisture Dryness Increase in
Dryness

Original Sludge 65.92% 34.08%

Expeller Sample 9:30

AM
48.80% 51.20%
12.76%
Expeller Sample 9:40 57.53% 42.47%
AM

Average 46.84%

Pellet Sample 2:20

PM
57.56% 42.44%
6.47%
Pellet Sample 2:30 61.34% 38.66%
PM

Average 40.55%

15
Conclusions & Recommendations
u PHP can maintain a yearly savings of ~$360K+ yearly with
acidification
u Permanently implemented January 2017
u ANC will be investigating an in situ trial operation in the future
u Other methods of dewatering have/are being tested.
u Sonication
u Creates homogenous mixture.

u PHP to host striped bass and oyster growth trials in Fall 2017.
u Pelletizing of sludge will reconvene late Summer 2017.
u Additional avenues will be explored.
u Fertilizer
u Greenhouse

16
Acknowledgements

[1] Circular Economy – The Key to Sustainable Business. (2017). Sustainableprocessimprovement.co.uk. Retrieved 22 May 2017, from
http://www.sustainableprocessimprovement.co.uk/useful-information/circular-economy-the-key-to- sustainable-business/
[2] Mahmood, T., & Elliott, A. (2007). Use of Acid Preconditioning for Enhanced Dewatering of Wastewater Treatment Sludges from the
Pulp and Paper Industry. Wer, 79(2), 168-176. http://dx.doi.org/10.2175/106143006x111970
[3] Qureshi, S., Richards, B., Steenhuis, T., McBride, M., Baveye, P., & Dousset, S. (2004). Microbial acidification and pH effects on trace element
release from sewage sludge. Environmental Pollution, 132(1), 61-71. http://dx.doi.org/10.1016/j.envpol.2004.03.024
[4] Yoshizaki, S. & Tomida, T. (2000). Principle and Process of Heavy Metal Removal from Sewage Sludge. Environmental Science & Technology,
34(8), 1572-1575. http://dx.doi.org/10.1021/es990979s

17
Kemira
EcoFill Technology

Atlantic PAPTAC 2017 – Presentation

Northern Pulp – June 08, 2017
Brad MacLean
 Agenda

Provide an Introduction to:

• EcoFill Brite and Lite Chemistry

• EcoFill Application Technology

• Customer Value Generated by EcoFill

2
The Kemira EcoFill High-Strength System
Background

• Program developed by Akzo Pulp and Paper R&D and transferred to Kemira in 2015

• Program was designed initially for High Filler graphic papers but was quickly
developed for other grades where strength was key factor

• Program compliments the successful heritage GPAM chemistries in our portfolio

• The EcoFill application is customized and designed around each customer’s needs

3
EcoFill Chemistry
Two programs with differing target markets and application philosophies

• Filler or furnish is pre–treated with our Engineered Cellulose Additive (ECA)

and Charge Control Additive (CCA) using EcoFill application equipment
• EcoFill Brite is for filler grades and involves treatment of filler particles
• EcoFill Lite is for low or non filler grades and involves direct addition of chemistry to furnish

• First commercial application in 2013

• Enhanced strength can be used for:

• Reduced Fiber Consumption • Lower Basis Weights
• Improved Economics • Reduced Raw Materials, Less Downgrade
• Improved Quality • Consistent and Controllable Strength
• Reduced Energy Usage • Less Refining and Better Drying

4
EcoFill Chemistry
Engineered Cellulose Additive (ECA)
• FennoBond ECA 360 and FennoBond ECA 720 are cellulose based chemistries
o ECA 360 is for GCC
o ECA 720 can be for GCC or PCC and for use in the EcoFill Lite system
• FennoBond ECA 722 is a liquid version of ECA 720
• FennoBond ECA is shipped as a powder in 800kg bags

Charge Control Additive (CCA)

• FennoBond CCA 100 - Cationic polymer chemistry
• FennoBond CCA 200 - Aluminum based cationic chemistry
• FennoBond CCA 540 - High charge polyacrylamide
• FennoBond CCA 610 - FDA approved solution polymer
Used in NA Pump and Go

5
EcoFill Chemistry
What is ECA?

Charge
Soluble
derivatives (CMC)

Increased solubility

ECA 360 ECA 720

FDA

Chemically modified
nanocellulose
Nanocellulose Mechanically/Chemomechanical
crystals
nanocellulose
Size/MW
6
 EcoFill Brite
• Patented technology for enhancing paper strength through treatment of filler
• Filler treated with both Engineered Cellulose Additive (ECA) & Charge Control Additives (CCA)
• For grades using >10% filler with a desire to increase filler further
• Key Benefits
ü Improved Sheet Strength
ü Internal Bond +++
ü Stiffness ++
ü Fold ++
ü Tensile +
ü Improved/maintained retention and drainage

7
 Appearance of Filler with EcoFill Treatment

Filler Before Treatment Filler After Treatment

8
EcoFill Brite

• EcoFill Brite gives a significant increase in strength

• Quality enhancement can be combined with cost reduction
EcoFill
Reference

Higher
strength- ZDT
Increased filler

20 25 30 35 Calcium carbonate
content (%)

9
 EcoFill Brite Impact on Papermaking
Filler Distribution – x 500 SEM photo
• Treatment of the individual filler particle
• Mixing and distribution of filler is improved
Filler Fixation – x 2,000 SEM photo
• Ensures that the filler is well anchored to the fiber
surfaces
• Achieve higher filler content with uniform paper quality
and good runnability
EcoFill Brite - Mechanism

Ø Sheet strength is dependent on fiber-fiber bonding

Ø Fiber-fiber bonding is associated with hydrogen bonding
Ø Hydroxyl groups on the cellulose provide H-bonding opportunities with other fibers
Ø The addition of inert, inorganic pigment disrupts this interaction
Ø The treatment of the inert, inorganic pigment with the modified cellulose imparts
hydroxyl sites on the pigments
Ø These additional hydroxyl-sites can then interact with the cellulose and create further
filler-fiber bonds
Ø The use of the modified cellulose changes the filler from an inert particle into a
reactive part of the sheet matrix

11
Filler Concept- EcoFill Brite

12
EcoFill Lite

• Innovative technology for enhancing paper

strength
• Stock is treated with both our Engineered
Cellulose Additive (ECA) and Fixative
Additive (CCA)
• EcoFill Lite uses high molecular weight ECA
(FB ECA 720) and “pump and go” CCA Strength parameter
• Primarily for packaging and non or low filled ü Internal bond +++
specialty grades ü Stiffness ++
ü Fold ++
• Benefits include significant increases in
ü SCT/CMT ++
strength (MD tensile, compression strength,
ü Burst ++
ZDT, surface strength) and drainage
ü Tensile +

13
 EcoFill Lite vs Synthetic Dry Strength Agents

Bio-Based EcoFill Lite:

• Natural poly-saccharide cellulose, performance is not impacted by system
conductivity, sulfites, phosphates, pH or hardness
• Strong binding ability
• Neither ECA or CCA have short shelf life issues
• ECA is shipped dry which minimizes freight costs
• Always provides strength. Works where GPAM doesn’t
Providing an answer to the Paper Industry’s need for dependable dry strength

Synthetic Polymer based DSA’s

• Synthetic polymers, chemically impacted by extreme process conditions
• Well known, but limited binding ability
• Shorter shelf life
• Difficult to provide strength continuously

14
Dry Strength Improvement System;
Application Strategy Fiber treatment for dry strength improvement
Addition Point A

Thick Stock
Stream

Addition Point B

• The choice of addition point is dependent upon furnish conditions

• In contaminated systems, (high conductivity, high cationic demand), the
FennoBond ECA might be added first
• In less contaminated systems with lower cationic demand, the choice is not
so critical

15
EcoFill Lite - Mechanism

• EFL provides a very pure engineered cellulose which increases the

number of hydrogen bonds (and therefore strength) in the sheet
• Hydrogen bond strength IS very consistent but having MORE helps

16
EcoFill Equipment

• Engineered Cellulose Additive (ECA) is dissolved on-site

• Mixing unit used to treat filler slurry with EcoFill Brite

• All equipment can be connected to the mill DCS

• Equipment design has been standardized in all regions
o Approved manufacturing partners in Canada, USA, Italy and Korea
o Sharing information globally for continuous performance and cost improvements
o Equipment supported at customer by sales and contract companies

17
 EcoFill Equipment

Dissolving System

• ECA is delivered in 800kg super-sacks

• Dissolved onsite at low solids to control viscosity
• Dissolving equipment designed by Kemira
• 3,000 – 5,000 gallon storage tank 18
Lab Evaluation
Dynamic Sheet Former

Dynamic Sheet Roll Press

Former

Restraint Drying

19
Lab Evaluation; SCT Development with FennoBond ECA
3,0
Eka ECA 720, kg/t: 0 10kg/t
2,8 Eka ECA 720, kg/t: 3
Eka ECA 720, kg/t: 6 6kg/t
Eka ECA 720, kg/t: 10
2,6
3kg/t
SCT CD, kN/m 2,4

2,2 0kg/t

2,0

1,8

1,6

1,4
80 90 100 110 120 130 140
Grammage, g/m²

20
 EcoFill Typical Path Forward

1. Introduce Technology EcoFill End Use Products

2. Complete Feasibility Study

3. EcoFill Brite or Lite?

4. Lab Evaluation

5. Propose Machine Evaluation

6. Run Short 8 – 12 hr Evaluation

7. Run Extended Evaluation

21
Kemira’s EcoFill Technology
Summary

EcoFill has a unique place in the Kemira product portfolio

– EcoFill Lite – is appropriate where GPAM strength performance is exhausted due to system
chemistry, furnish and demands on the sheet
– EcoFill Brite – beyond ~ 3% points increase in filler, EcoFill Brite becomes cost effective and a
strong technical solution
– The application of our cellulose chemistry increases the fiber–fiber bonding which can be utilized as
a quality improvement or a cost saving
– These technologies are commercial and global

22
EcoFill Value
Case Studies
Case 1: EcoFill Brite for ash increase, mill economics improvement
Grade: Uncoated Fine Paper

• Grade: UFS and Coated base, 60 – 140 gsm

• Machine: gap former with shoe press, 1100 m/min
Machine overview • Furnish: Tropical HW, SW (minimized)
• Wet end chemistry: Retention aid, ASA sizing, starch

• Increased ash targeting 3 – 4%

Needs • Eliminate dusting
• No runnability issues

• EcoFill Brite implemented

• Ash increased by 5%, now wanting 3% more (21 – 28% now across all
Solution and grades)
Benefits • $1.5MM in savings at 5% additional ash
• No dusting, even at higher ash levels
• Switching to PCC in Q3 (now in stabilization process)
24
Case 1: EcoFill Brite
Grade: UnCoated Fine Paper

Untreated- Baseline EcoFill™ - Baseline + 4% Filler

80 gsm UFS Grade 80 gsm UFS Grade
Case 2: EcoFill Brite for quality, fiber savings and productivity
Grade: White Top Linerboard

• Grade: WTL, 126 – 205 g/m2

• Machine: 2 ply, 800 – 1100 m/min
Machine overview • Furnish: Bleached kraft top ply, virgin kraft base ply
• Wet end chemistry: Retention aid, ASA sizing, starch

• Improved surface strength

Needs • Increased ash levels
• Reduced top ply basis weight

• EcoFill Brite implemented

• Top ply ash increased by 55% (9 to 14%, now at 16% on some grades)
Solution and • Top ply BW reduced by 9%
Benefits
• Surface strength increased even at higher ash levels
• Savings of well over $1MM

26
Case 2: EcoFill Brite
Grade: White Top Linerboard

205gsm baseline with 6 – 8% Filler 205 gsm with EcoFill Brite and 14% Filler

27
Case 3: EcoFill Lite for improved quality and high strength grade development
Grade: Kraft Sack

• Grade: Kraft sack grades

• Machine: 20 tph, 800 – 900 m/min
Machine overview • Furnish: Virgin Kraft SW
• Wet end chemistry: Retention aid, Rosin Size, Coagulants

• Mill desired to produce high performance grades for improved profitability

Needs • Previous attempts to make HP grades were unsuccessful due to strength limitations
• Porosity targets must be met

• EcoFill Lite implemented

Solution and • TEA increased by over 20%
Benefits • Additional commercial grades improved mill viability
• Over $1MM in added value to the mill

28
Case 4: EcoFill Lite for strength and productivity
Grade: Testliner

• Grade: Testliner and Medium, 150 – 176 g/m2 Testliner and 150 – 176 g/m2 Medium
• Machine: 2 ply, 1100 – 1650 m/min
Machine overview • Furnish: OCC
• Wet End chemistry: Microparticle retention system, ASA sizing, closed mill

• Improved ring crush and compression strength

Needs • Increased production
• Run at nominal basis weight

• EcoFill Lite implemented

• Ring crush and compression strength now above target on all grades
Solution and
• Monthly production record set two consecutive months after program
Benefits implementation
• Reduced cull due to off quality

29
EcoFill Lite in NSSC Furnish

• Grade: Medium and HP Medium 112 – 210 g/m2

• Machine: Single ply, 2140 fpm,140,000 MT/yr
• Furnish: 60% OCC and 40% NSSC Carbonate cooked
Machine overview • Wet end chemistry: PEO retention system
• Conductivity 6000 – 10,000
• Headbox pH 6.6 – 7.0
• Calcium Hardness 720

• Improved Concora and Ring Crush on HP export medium grades

Needs • Improved machine runnability
• Run at nominal basis weight

• EcoFill Lite program implemented

• FennoBond ECA 720
Solution and • FennoBond CCA 610
Benefits • 15% increase in Concora and 10-12% increase on Ring Crush
• Customer is now able to consistently produce Export Grade Medium

30
EcoFill Lite Trial - Concora and Ring Crush Trends

31
EcoFill Lite Trial - Concora and Ring Crush Trends

32
Thank You for Listening!

QUESTIONS??
2018-06-06 ©SKF Slide 1 [Code]
SKF [Organisation]

October 30, 2007 © SKF Group

Paper Machine Lubrication, Oil
Circulation And Flow Metering

Presented by Robert Read

National Accounts Manager, Pulp & Paper
North America
June 8, 2017

2018-06-06 ©SKF Slide 2 [Code]

SKF [Organisation]
 SKF
Bearing
Failure Analysis

2018-06-06 ©SKF Slide 3 [Code]

SKF [Organisation]
 Why Bearings Fail...
SKF Study: more than 50% of bearing failures are the result of poor
lubrication

Other
18,6 % Inadequate lubrication
Storage and handling 34,4 %
errors 2,8 %

Lubrication
Overload related failures:
6,9 %
54 % !!

Installation errors
17,7 % Contamination
19,6 %

2018-06-06 ©SKF Slide 4 [Code]

SKF [Organisation]
 Why Do We Care?

Unplanned Dryer Can Bearing Failure

• 8 to 10 Hours Sheet To Sheet
• $10K to $30K Per Hour Cost
• 8 Hours X $15K/Hour = $120K
• Bearing Replacement Cost

2018-06-06 ©SKF Slide 5 [Code]

SKF [Organisation]

October 30, 2007 © SKF Group

 SKF
Paper Machine
Lubrication Audit

2018-06-06 ©SKF Slide 6 [Code]

SKF [Organisation]
Key Oil Circulation Deficiencies

• Inadequate Oil Pressure Control

2018-06-06 ©SKF Slide 7 [Code]

SKF [Organisation]

October 30, 2007 © SKF Group

Conventional Oil Pressure Control

Piping system lubrication

points

lubrication power unit

bypass
line

Flowline or Streamline
oil tank with plate separator pumps oil heater oil filter oil cooler Flow meter cabinet

2018-06-06 ©SKF Slide 8 [Code]

SKF [Organisation]
 Modern Oil Pressure Control

2018-06-06 ©SKF Slide 9 [Code]

SKF [Organisation]
Key Oil Circulation Deficiencies

• Inadequate Oil Pressure Control

• Inadequate Oil Temperature Control

2018-06-06 ©SKF Slide 10 [Code]

SKF [Organisation]

October 30, 2007 © SKF Group

 Oil Temperature Control

Piping system lubrication

points

lubrication power unit

bypass
line

Flowline or Streamline
oil tank with plate separator pumps oil heater oil filter oil cooler Flow meter cabinet

2018-06-06 ©SKF Slide 11 [Code]

SKF [Organisation]
Key Oil Circulation Deficiencies

• Inadequate Oil Pressure Control

• Inadequate Oil Temperature Control
• Inadequate Water, Air, & Particulate Separation

2018-06-06 ©SKF Slide 12 [Code]

SKF [Organisation]

October 30, 2007 © SKF Group

 Water In Oil & Bearing Life
110
100
% BEARING LIFE REMAINING

90
APPEARS APPEARS
80
CLEAR CLOUDY
70
60
50
40
30
20
10
0
0 0.05 0.1 0.15 0.2 0.25 0.3

NOTE: LESS THAN 1000 PPM (.1%) WATER IN OIL IS NOT DETECTABLE BY APPEARANCE
Taken from MRC Pump School Presentation
2018-06-06 ©SKF Slide 13 [Code]
SKF [Organisation]
October 30, 2007 © SKF Group Slide 13
 Conventional Oil Reservoir

2018-06-06 ©SKF Slide 14 [Code]

SKF [Organisation]
 Conventional Oil Reservoir

2018-06-06 ©SKF Slide 15 [Code]

SKF [Organisation]
Plate Type Water & Air Separation

2018-06-06 ©SKF Slide 16 [Code]

SKF [Organisation]
 Vacuum Dehydration

200 PPM (.02%) or below is industry target.

2018-06-06 ©SKF Slide 17 [Code]

SKF [Organisation]
 Filtration
Micron Levels Of 6, 5, And Even 3 Are Typical

2018-06-06 ©SKF Slide 18 [Code]

SKF [Organisation]
Key Oil Circulation Deficiencies
• Inadequate Oil Pressure Control
• Inadequate Oil Temperature Control
• Inadequate Water, Air, & Particulate Separation
• Inadequate Oil Flow Control & Monitoring

2018-06-06 ©SKF Slide 19 [Code]

SKF [Organisation]

October 30, 2007 © SKF Group

 Beloit C-Shur

2018-06-06 ©SKF Slide 20 [Code]

SKF [Organisation]
 Beloit B-Shur

2018-06-06 ©SKF Slide 21 [Code]

SKF [Organisation]
 Meter Accuracy

2018-06-06 ©SKF Slide 22 [Code]

SKF [Organisation]
 Accurate Oil Flow Meters

Alarms & Field Calibration

2018-06-06 ©SKF Slide 23 [Code]

SKF [Organisation]

October 30, 2007 © SKF Group

 Modern Oil Flow Meters

Viscosity Compensated
Oil Flow Recording
Oil Temperature Recording

2018-06-06 ©SKF Slide 24 [Code]

SKF [Organisation]
Key Oil Circulation Deficiencies

• Inadequate Oil Pressure Control

• Inadequate Oil Temperature Control
• Inadequate Water, Air, & Particulate Separation
• Inadequate Oil Flow Control & Monitoring
• Inadequate Supply & Drain Line Design

2018-06-06 ©SKF Slide 25 [Code]

SKF [Organisation]

October 30, 2007 © SKF Group

 Supply Header Considerations

• Maximum 10 PSI Pressure Drop

Pumping Skid To Flow Meters

• Too Large = Temperature Loss

• Too Small = Increased Pressure

Drop

• Materials = Stainless Steel

• Avoid Screwed Pipe

2018-06-06 ©SKF Slide 26 [Code]

SKF [Organisation]
 Supply Line Considerations
• Longer Line Length = Larger Tube Diameter

• Higher Flow Rate = Larger Tube Diameter

• Colder Oil = Larger Tube Diameter

• Lower Supply Pressure = Larger Tube Diameter

• Stainless Steel Tubing

• Avoid Copper Tubing

2018-06-06 ©SKF Slide 27 [Code]

SKF [Organisation]
 Drain Line Considerations
• Drain line issues may require reduced oil flows to
bearings and gears to prevent flooding
• Bearing drain ports must handle recommend oil flow rate
• Drain pipes must be sized and sloped correctly
• Main drains should have 2.5 to 3% slope
• Steep elevation changes should be avoided in pipes with
large flows
• Use stainless steel and avoid screwed pipe
• Vents should be included and filtered

2018-06-06 ©SKF Slide 28 [Code]

SKF [Organisation]
SKF - The Power of Knowledge Engineering

Thank you for your

attention!

2018-06-06 ©SKF Slide 29 [Code]

SKF [Organisation]
Steam and Condensate Treatment Strategies
PAPTAC Atlantic

June 8, 2017
Grégoire Poirier-Richer, P.Eng.
Boiler Products Application Engineer
St eam and Condensat e Treat ment St rat egies

Agenda
• Why Treat Condensate

• 3 Treatment Strategies

• What’s applicable for Pulp & Paper

St eam and Condensat e Treat ment St rat egies
- Why Treat Condensat e

Carbonic Acid Corrosion

3
St eam and Condensat e Treat ment St rat egies
- Why Treat Condensat e
In the condensate:
CO2 + H2O H2CO3
H2CO3 H+ + H2CO3-
In the boiler:
HEAT
2HCO3- CO3= + H20 + CO2 Carbonic Acid Corrosion
HEAT
CO3= CO2 + 2OH-
Steam
CO2

Boiler Feedwater Alkalinity OH-

HCO3- CO3=
CO3=

Blowdown
4
St eam and Condensat e Treat ment St rat egies
- Why Treat Condensat e

But why?

• Reliability

• Safety

• Environment

• Efficiency, performance, cost of operation

5
St eam and Condensat e Treat ment St rat egies
- Why Treat Condensat e

But why?

• Efficiency, performance, cost of operation

50Klbs/hr, 125 psig, from 10% to 90% condensate

$100,000/yr

6
St eam and Condensat e Treat ment St rat egies
- 3 Treat ment St rat egies

• Neutralizing amines
R – NH3 + H2CO3 R – NH4 + HCO3-
neutralizing amine with carbonic acid ammonium ion + bicarbonate

R – NH2 + H2O R – NH3+ + OH-

neutralizing amine without carbonic acid ammonium ion + hydroxide

Copper
Relative
Corrosion
Level
Iron

8.8 9.2 7

pH
St eam and Condensat e Treat ment St rat egies
- 3 Treat ment St rat egies

• Neutralizing amines
R – NH3 + H2CO3 R – NH4 + HCO3-
neutralizing amine with carbonic acid ammonium ion + bicarbonate

R – NH2 + H2O R – NH3+ + OH-

neutralizing amine without carbonic acid ammonium ion + hydroxide

– Cost effective

– Properties: distribution ratio (volatility), neutralization and basicity

– Must be fed continuously and proportionally to carbonic acid level to

maintain pH

8
St eam and Condensat e Treat ment St rat egies
- 3 Treat ment St rat egies

• Passivating amines
DEHA, NIPHA, etc.

– Promote surface iron conversion from hematite (Fe2O3) to magnetite

(Fe3O4)

– Magnetite is a more stable form of iron that resist better to low pH

and oxygen attack

– Magnetite passivation is a durable effect, does not require treatment

proportional to carbonic acid level

9
St eam and Condensat e Treat ment St rat egies
- 3 Treat ment St rat egies

• Filming amines
H2CO3 O2
Hydrophobic Barrier Film
• ODA
Filmer
layer • Ethoxylated amines
• etc.
METAL SURFACE
– Filmers were the first form of condensate treatments in the 60’s

– Lack of volatility and tendency to accumulate (gunk)

10
St eam and Condensat e Treat ment St rat egies
- 3 Treat ment St rat egies

• Filming amines
H2CO3 O2
Hydrophobic Barrier Film
Filmer • Polyamine
layer

METAL SURFACE

11
St eam and Condensat e Treat ment St rat egies
- 3 Treat ment St rat egies

• Filming amines
• Polyamine
– Unique volatile filmer

– Does not accumulate, only forms a thin layer of protection

– Offers protection against both carbonic acid and oxygen

– Tested at all pressure ranges (2500+ psig)

– Offers downtime/layup protection, reduces iron throw at start-up

– Multiple technical papers at EPRI, NACE, IWC, and others since 2014

12
Thank you!

Be safe!
 PAPTAC Atlantic Branch Spring Conference
June 7-9, 2017, Pictou Lodge, Pictou (NS)
Hosted by: Northern Pulp NS

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