Pulp Paper & Logistics


ANDRITZ 19


doesn’t need to be moved to prevent wear.” But the key point of this


upgrade was reduced energy consumption – steam use in BM1’s rebuilt press section is now down by 20 per cent. The upgrade was future-orientated, as Yakovina points out, “This is the first step in a whole modernisation concept. The aim was to reduce energy consumption and we succeeded. Now, if we raise the capacity of the machine in the future, we will use less energy.” On that subject, the press section upgrade has increased the potential speed of that part of the machine to 800 m/min, and the next bottleneck is the seven- stage mould cylinder former section, which is currently maxed out at 450 m/min. The short- term aim is to install an eighth vacuum former, so the machine will be able to run less mass per former, and therefore raise the running speed. This was expected in February 2020. The mill then planned to rebuild the whole wire section into a Fourdrinier section in a later investment. In contrast to all the planned and completed changes in the wet end, the Soviet-designed dryer section will not be re- designed. It uses 95 cast-steel


cylinders arranged in eight groups, with 93 drying and two cooling. Although these have all been running since the mill’s start-up in 1982, there are no plans to replace these, as Sautter explains, “Steel cylinders can last for over a century.” However, the steam and condensate system will likely be upgraded at some stage in the future.


Calendar date In the calender section, Andritz installed a new PrimeCal Hard hard-nip calender to provide a consistent CD caliper profile, bulk control, and a smoother surface finish. Yakovina explains that the


resulting consistent board geometry is key for flexographic printing. And the 200 deg C calender also had a target of delivering roughness in a range of 2.5-3.0 pps (Parker Print Surf), especially on low grammages. Sautter says, “There was nothing unusual in the calender, but we delivered it, installed it, it ran and it achieved its smoothness targets – it worked.”


Also part of the upgrade by Andritz was an extension of the automation system on BM1. Although Sautter admits this is a normal part of any major upgrade, Yakovina adds that in


Vitaly Solovyov, cardboard production chief at PJSC Kyiv


this case, it “helped us to achieve stable quality”.


History lessons Besides the techno-industrial aspects of this project, both Andritz and the Kyiv mill’s team are very focused on people. Yakovina says, “The most


interesting thing for me was when Andritz told us its history during the negotiations. I like very much that Andritz honours its history. For example, if you go to different departments, Andritz seems to keep hold of all of its knowledge and pass it on to new people from generation to generation.” Which is key to good


communication, as Yakovina continues, “An important factor is to have the appropriate technical


Kyiv Cardboard and Paper Mill at a glance


Kyiv Cardboard and Paper Mill produces 30 per cent of the paper products made in Ukraine. Recycled paper is the main raw material, with more than 1,550 tons processed each day.


The mill has three production lines:


• A cardboard plant for the production of coated and uncoated cardboard and containerboard, including paper for corrugated products with total output of 240,000 tons per year;


• A tissue plant for the production of tissue materials used for sanitary and hygiene products, as well as for the production of toilet paper, napkins, and paper towels with total output of 70,000 tons per year;


• A packaging plant for the production of corrugated containers and packaging, using state-of-the-art equipment with a total output of 300 million square metres per year.


May/June 2020


personnel to solve technical problems. I have worked on many modernisations and, frankly, there is no company or project that doesn’t have some sort of issue. The question is, how do they communicate and help us solve it? If problems arise, Andritz doesn’t leave us alone; they give us advice. Every time there is good communication. In the end, everyone was satisfied.” Solovyov adds, “All of the


preparatory work and project realisation was good, with a high-level quality of work and experienced people. If there were any questions, they got solved very fast. It’s not difficult when everyone is experienced. “Normally, it takes six or seven


months to acceptance. Here it only took three.”


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