To meet these challenges head-on, the mill partnered with ABB to identify and implement a variety of these maintenance improvement initiatives. The first step involved conducting a benchmark study
to ascertain the mill’s current state of maintenance. From this study, a list of prioritized recommendations was developed.
ABB settled on a mix of classroom training, in-field and on-the-job coaching, follow-up audits and refresher courses for key personnel from each of eight critical areas: papermaking (involving three specific paper machines), the waste treatment plant, the bleach plant, the unbleached pulp mill, the power generation facility, the chemical recovery area and the wood-yard. Each team received customized training designed to improve its knowledge base and performance.
Traditionally, each of these functional areas had its own processes and procedures, developing standardized processes and work practices was critical. To achieve this, everyone received the same classroom and field training and the same tests. This ensured the mill could place the right personnel into the role best suited for their skills and knowledge.