search.noResults

search.searching

dataCollection.invalidEmail
note.createNoteMessage

search.noResults

search.searching

orderForm.title

orderForm.productCode
orderForm.description
orderForm.quantity
orderForm.itemPrice
orderForm.price
orderForm.totalPrice
orderForm.deliveryDetails.billingAddress
orderForm.deliveryDetails.deliveryAddress
orderForm.noItems
Pulp Paper & Logistics


VALMET 21


grades that could be produced on PM10,” says Anish Patel, superintendent of the line.


The transformation that works – and why Grade conversion adds an extra layer to the complexity of a rebuild project, as the mill has to adapt and learn the tricks of the new grade. “With liner, there are more


parameters to control than with newsprint. If the printer is complaining, it’s easy to go and fix things. In packaging, there are plenty of customers, and you have to make sure that every parameter is under control. You can never tell which deviations can lead to large stresses in box manufacturing,” Levesque explains. To ensure a smooth


transformation, the operators received thorough training during a six-week shutdown. Both Levesque and Patel praise the team spirit. “We had the right people in the


right place. We have a good mix of young engineers in the team, and we also have experienced papermakers to help with problems those engineers fresh out of school haven’t come across yet,” Patel says. Success comes from having


“This is not a customer- supplier relationship – it’s a true partnership”: the


rebuild team with Kruger’s PM10 line at Trois-Rivières


newsprint machine, at the Trois-Rivières mill, was the most suitable candidate for conversion. “Valmet presented us an


integrated, overall solution in terms of technology and were willing to take a kind of calculated risk, too,” Levesque says,


explaining the rationale behind the choice of supplier for the reconstruction project. Kruger also took advantage


of Valmet’s piloting services to develop the right rebuild scope. “Valmet’s pilot machine in Finland was adapted to show the different


good expertise on both sides, adds Levesque: “Being one team with Valmet has been the key. This is not a customer- supplier relationship – it’s a true partnership.” The team was put to the test when some challenges arose. Levesque continues: “Valmet had a positive and collaborative attitude, despite the challenges we went through with the OCC plant. There was no blame game involved, and we saw how Valmet’s team adapted and tried to help in any way possible.”


“It feels good to succeed together”


“My task is to help Kruger to get the most out of their machinery,” says Jukka Muhonen, senior paper technology manager at Valmet. “I started to work with the team during the start-up, and after that we’ve successfully worked together to make the ramp-up period faster. I help to optimise the paper machine running parameters, so that the production and quality targets are achieved. “I also support the


operators in their daily tasks and maintenance planning and share the best practices I’ve learned during my career. Troubleshooting is also big part of my work. You could say that I’m the customer’s gateway to Valmet. I have access to the wide Valmet expert network, and that brings in extra muscle to problem solving. “I’ve really enjoyed my


time here. I feel as an equal member of the team, and it feels good to succeed together. The mill team cultivates culture of co- operation and openness, and it makes daily work easy and very effective.”


4 March/April 2019


Page 1  |  Page 2  |  Page 3  |  Page 4  |  Page 5  |  Page 6  |  Page 7  |  Page 8  |  Page 9  |  Page 10  |  Page 11  |  Page 12  |  Page 13  |  Page 14  |  Page 15  |  Page 16  |  Page 17  |  Page 18  |  Page 19  |  Page 20  |  Page 21  |  Page 22  |  Page 23  |  Page 24  |  Page 25  |  Page 26  |  Page 27  |  Page 28  |  Page 29  |  Page 30  |  Page 31  |  Page 32  |  Page 33  |  Page 34  |  Page 35  |  Page 36