Paper Mill Increases Production Without Capital Expenditures

Our team worked side by side with mill personnel on all shifts. Together, we set new production goals and implemented new plans of action. In the newsprint mill, we set an increased production goal from 546 to 600 tons per day without capital expenditure.

First, we established new benchmarks for process performance and set indices to give operators clear targets. We then standardized methods of operation and trained all operators in optimum practices. Supervisors learned new management skills and effective problem-solving techniques, as well as how to inspire employees to work as a team to maintain productivity at targeted levels.

Our approach emphasized managing the mill’s operations in detail. It called for involvement from all levels of management in the daily operating activities, holding them accountable for achieving their goals.

Unlike the newsprint mill, the pulp mill had been operating above its rated capacity. We set a goal of increasing current volume from 624 tons per day to 670 tons per day. After implementing a system of production planning that synchronized all stages of the process, output increased consistently. The area with the least capacity at any one time set the pace for all interdependent areas. This assured a smooth, uninterrupted production process.

To encourage shared responsibility for continuous improvement, senior managers, maintenance crew and support staff met daily for a 15-minute, informal meeting. Everyone was encouraged to raise concerns and suggest solutions. Each participant contributed solutions from their own hands-on knowledge. As a result, a serious fault in the programming sequence of the batch digesters was uncovered and corrected. This would result in a dramatic drop in lost time and an increase in the number of blows.