18 VALMET
ANDRITZ
Pulp Paper & Logistics
Cooperation moves Whakatane forward with improved performance
SIG’s Whakatane board mill in New Zealand was able to optimise its existing processes to gain maximum potential through a performance agreement with Valmet. Eero Eduardo Halmari details the process for PPL
T
he Whakatane Mill in New Zealand, owned by SIG Corporation since 2010, operates a
board machine and an integrated stoneground wood pulp mill. The mill, located on the North Ialand near the Bay of Plenty, each year produces 135,000 tonnes of board for liquid packaging and folding boxboard and works closely with SIG Global Technology in developing board structures for the future. After SIG acquired the mill,
an internal development programme was conducted in order to improve operations. The mill realised that to continue development merely with in- house resources was going to be a hard task. Production chief at the Whakatane Mill Mark Hammond explains: “Although we have experienced resources on-site and a motivated and engaged workforce, we needed more world-class resources and best practice experience and technology. We are fortunate to operate a mill with vast development potential. “However, it is not all about
capital: getting the most out of our existing assets is very high on the agenda. This situation lead us to start cooperation with Valmet, a company we consider to be a global service provider with the resources and know-how we were looking for.”
September/October 2017 The shared journey forward
was named ʽKaha’, which means ʽstrong’ in the Māori language. “If we have been the captain of the project, Valmet has been an excellent co-pilot,” said Hammond.
Performance improvement on target After the two-year performance agreement was signed in September 2014, Valmet conducted full on-site, high-level
audits, followed by detailed discussions and a comprehensive report highlighting key development opportunities. The mill team took the feedback and aligned key opportunities with their business strategy and their customers’ requirements. Nine permanent targets were
defined for the performance agreement: increase machine speed; improve yield; develop the ply bond; optimise formation; widen the deckle at the winder; eliminate ear cracking; improve PPS without compromising stiffness; maximise the roll diameter off the winder; and optimise the roll tension of customer reels. Each target had specific, measurable values. Together, the project team
developed both short- and long-term plans to achieve these targets. The short-term plan focused on quick wins, meaning high returns for relatively low effort, while the long-term plan focused on improving the viability of the plant. Once the targets and plans
were defined, it was essential to assign the right people to each task and to establish a working methodology. Finally, the two project managers – Peter McLaverty from Whakatane and Juha Kovanen from Valmet – put together a schedule for Valmet’s specialist visits in order to ensure long-term development,
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