18 ANDRITZINDUSTRY NEWS 3
mill running, but also improves it on a regular basis.
Better than it was before “OPE is not just equipment, just process, just maintenance, or just training,” says Jari Kapanen, global product manager for OPE at ANDRITZ. “It is the experience and knowledge we have to put all these things together into one solution.” Putting all these skills together
is especially valuable when it comes to de-bottlenecking a mill. Whenever a bottleneck is eliminated at one position, it creates both a benefit and a challenge. The benefit is increased throughput. The challenge might be the impact that the de-bottlenecking will have on downstream systems, which can become the next bottleneck. A company such as
ANDRITZ, with its broad and deep knowledge of a mill can make recommendations that have mill-wide benefits – not ‘optimizing’ a specific process area at the expense of the rest of the mill. Equipment availability is important, of course, since any mill suffers in terms of efficiency, quality, environmental load, and cost whenever there is an unplanned stop. But the attitude should be, ‘If we are going to touch a machine, we should make it better than it was before’. This focus on improving the mill all the time should lead to competitive advantages.
Short-term actions – longer term development Part of the OPE approach is to create a longer term development plan with a mill.
Pulp Paper & Logistics
Mill manager Camilla Wikström with Kalevi Kurki, customer service manager for ANDRITZ
“Availability, stable production, and lower costs never go out of style,” Kapanen says. “But each year, a mill’s priorities or
focus will change. That is why we create together an annual plan for short-term targets and a longer term development plan.”
Process Overall Production Efficiency in the white liquor plant of a mill in South America
March/April 2015
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