Trials showed that AstenJohnson’s InTegra HD multi-layer packaging fabric could help a mill save more than $300,000/yr
March 2008
By John VanDerKolk
A North American packaging machine producing linerboard and medium in the 23 lb/1,000 ft2 to 56 lb/1,000 ft2 range was looking to increase fabric life while maintaining or increasing machine performance. The mill operates a 2-ply fourdrinier machine running at 2,950 ft/min and making 590 tonnes/day of medium and linerboard.
Solution: AstenJohnson’s Competitive Edge Process is a collaborative course of action that involves both mill and AstenJohnson personnel. The process follows a systematic approach, beginning with the identification of the mill’s objectives and issues, continuing with the analysis of the paper machine’s performance and concluding with the joint development of a viable solution that is then implemented. See Figure 2.
The mill had been working with AstenJohnson through the Competitive Edge process for over two years. By using AstenJohnson’s Engineered Approach™, the mill initially chose to run AstenJohnson’s DuraPac™-K forming fabric on the base fourdrinier. The DuraPac fabrics are eight-shed, BiPly™ Xtra products containing an additional cross direction (CD) yarn for improved sheet support. Benefits include: good fiber support, good formation/retention, improved life potential, ease of cleaning and improved sheet release.
An Ultima™-J fabric was chosen for use on the top former. The Ultima™ fabrics are eight-shed, BiPly Xtra products containing an additional CD yarn for improved sheet support. Benefits include: high fiber support, good formation/retention, improved life potential, ease of cleaning, and improved sheet smoothness. The mill was now looking to move its fabric performance to the next level obtain the goal of increased fabric life.
Technical Service
After the DuraPac™-K / Ultima™-J fabrics were successfully installed on the machine, regular technical service visits helped to document a baseline of performance for these fabrics. These fabrics have been running on the machine for about two years. This provided good data to form a solid baseline. Since the Competitive Edge process is part of AstenJohnson’s commitment to continuous improvement, the local account reps sat down with the mill to start the process again.
During the customer objectives phase, it was determined that the mill was looking for the next generation of fabrics that would maintain or increase its machine performance while increasing the life on the machine. Using the Engineered Approach, AstenJohnson personnel performed drainage studies, machine observations, operator interviews, and down day inspections to provide the data points used in the process.
Engineered Approach
The Engineered Approach method let AstenJohnson specify the exact fabrics necessary to achieve the mill’s goals. This included fiber length, table set-up, machine speed, headbox capabilities, showering, etc.Once the factors were all analyzed the team then looked to AstenJohnson’s portfolio of packaging fabrics to find the right specification.
The fabric chosen for the bottom position was the InTegra® HD. The InTegra HD is an industry standard multilayer packaging fabric. The InTegra HD fabric is a fine two-shed over six-shed SSB triple layer design with a 3:2-CD yarn ratio and intrinsic ties for improved stability. Benefits include: high fiber support, excellent formation/retention, improved life potential, improved CD stiffness and improved sheet release. The InTegra HD has set life records on many machines. The top former fabric was the InTegra®. The InTegra fabric is similar in layout to InTegra HD and provides similar benefits, but has a finer mesh to give a smoother sheet suitable for a top layer.
After the fabrics were chosen, the AstenJohnson team sat down with mill personnel and wrote a detailed trial plan. The trial plan is written jointly with the mill to include concrete and measurable objectives along with defined action items and responsibilities to ensure the trial is a success. The trial plan also includes a section to identify and address any safety concerns. It doesn’t matter how successful a trial is, if someone gets hurt – it then becomes meaningless. Here is a summary of the trial plan:
|
| Objective |
Evaluation/Measurement |
| Increase fabric life to more than 75 days |
Average days between fabric changes |
| No change in retention |
Wet end retention test data |
| Maintain machine speed |
Dry end machine scanner |
Implementation
Once agreement was reached on the trial plan, the mill ordered the trial fabrics. The fabrics were to be installed on the next planned down day after they arrived. The InTegra HD was installed on the bottom fourdrinier and the InTegra was installed on the top forming unit. The machine started up normally and without any issues.
After the fabrics were installed, AstenJohnson continued its regular technical service visits to monitor the caliper and performance of the fabrics. Mill staff monitored the wet end retentions. Prior to the trial, the average forming fabric life was 75 days. The InTegra HD fabric on the fourdrinier and the InTegra fabric on the top former were scheduled off after 150 days. During the trial, the machine continued to operate at normal speeds and retentions.
Value Analysis
Following the Competitive Edge process, the next step is the value analysis and product evaluation step. During this part of the process the technical service, trial plan, implementation, trial results and value analysis are brought together for a comprehensive evaluation. The trial results and value created is documented and agreed upon by the mill.
As a result of the increased life of the InTegra HD and InTegra fabrics, the mill agreed that $326,000/yr was saved in reduced fabric changes/increased production/reduced down days. This saving also factored in the higher purchase price of the InTegra HD and InTegra fabrics compared with the current forming fabrics.
Business Review
During the business review the combined AstenJohnson/mill team sit down together and study the recent trial activity. During this time an “after action report” is put together to determine what went right and what went wrong. This forms the basis the next plan for improvement. During this meeting measurable goals and timelines are set. This ensures everyone is on the same page and working towards the goal of improved mill performance. This completes another cycle of the Competitive Edge process for this customer. The customer objective of increasing fabric life, and thereby lowering costs, was achieved. A plan was then created with the goal of increasing retention and machine performance.
John VanDerKolk is Forming Product Manager – Packaging, AstenJohnson.
