Paper mill boosts OEE and stabilises production through TPM

Context and Challenges

A large integrated paper mill operating multiple paper machines and a captive pulp mill was facing:

• Chronic downtime from process reasons, pulp shortage and equipment failures, despite good headline OEEs. Downtime Pareto charts showed around 6% downtime, with “process reasons” and “pulp shortage” appearing as major loss buckets.
• High planned shutdown times with little engineering thinking – limited time-motion studies, non-standardised sequences and heavy reliance on motivation rather than methods to compress shutdown duration.
• Weak basic conditions and PM linkage – AM and Preventive Maintenance audits highlighted cleaning done as a ritual, vague SAP PM checklists, poor linkage between breakdown history and PM standards, and limited skill focus at shop-floor level.
• Unstable pulp supply to machines, with frequent stoppages traced to SFL plant issues, plug screw replacement challenges and equipment scaling/fouling in the fibre line.

Our Approach

Using a QC Story / TPM project methodology similar to other Lean–TPM engagements, a four-step approach was followed:

Assessment & Data Analysis

• Built OEE breakdowns and trends along with downtime % and paper breaks. 
• Used Pareto charts to identify top downtime categories – mechanical, process, pulp shortage, electrical and instrumentation – and then drilled down into each major loss. 
• Collected detailed downtime and event logs from the pulp mill SFL plant to understand fibre-related stoppages on the paper machines.

Identification of Key Focus Areas

• Selected flagship projects:
  • OEE improvement on 2 plants
  • Elimination of pulp-shortage downtime.
  • Reduction of process-reason paper breaks (trim flutter, headbox instability, high ash, charge demand issues). 
• Chose focused downtime themes based on “top 80%” contributions from Pareto analyses.

TPM Project Execution (QC Story)

• Formed cross-functional project teams (operations, maintenance, ME, pulp mill) and followed the 7-step QC Story – Problem Definition, Observation & Stratification, Analysis, Action, Check, Standardisation and Horizontal Deployment – with Gantt charts to track progress.
• Conducted detailed PM Analyses and Why–Why studies on chronic failures – DC motors, rope pulleys, pickup and dryer rolls, QCS sensors, control valves and headbox level control – converting each analysis into specific restoration and improvement actions.

Implementation & Review Mechanism

• Ran multiple TPM workshops during which teams implemented & presented improvements, “cleaning with meaning” observations, countermeasure plans and standardised task lists for shutdowns. 
• Introduced team rating dashboards for each project ( process, pulp shortage, mechanical and planned shut teams) to encourage ownership and provide a simple visual performance index.

Key Strategies Implemented

OEE & Loss-Based Problem Solving

• Used OEE trees to separate availability, performance and quality losses and then linked each to concrete phenomena: paper breaks, speed limitations, planned/ unplanned shutdowns and rejection/rework.
• Created downtime Pareto charts for each machine and major loss type (mechanical, process, pulp, electrical, instrumentation) to focus teams on a small number of chronic and high-impact issues. 

Deep PM Analysis on Chronic Failures

• Performed structured PM analyses on critical components such as DC drives, rope and pickup rolls, dryers, BD rolls, QCS scanners and control valves, checking 4M conditions, standards, actual readings and part-level causes. 
• Converted findings into a mix of immediate fixes, root-cause corrections and preventive/system changes (e.g., new life-cycle plans for springs and holders, re-machining of commutators, signal-cable replacements, improved logic for headbox level control).

Pulp Supply Reliability Improvements

• Mapped pulp-related stoppages from SFL, plug screw assemblies, ClO₂ generation, MC pumps and reactors, using detailed data tables and Pareto charts. 
• Simplified plug screw replacement by redesigning the method: ensuring full spare availability, using mono-cranes for centering, introducing hydraulic nuts and standardising the sequence to cut lost hours during bearing housing overhauls. 
• Tackled scaling and flow problems in reactors and pumps through chemical analysis of deposits, process corrections and improved cleaning practices.

Planned Shutdown Optimisation

• Conducted time-motion studies on planned shutdowns and built a detailed “Planned Shut – Standard” sheet listing each activity, manpower, sequence (series/parallel), target time and improvement ideas. 
• Introduced SMED-type improvements: tool-kits and tool vests, quick couplings, better tackles and visual controls to reduce search/wait times and compress the critical path of shutdowns.

Strengthening AM & Preventive Maintenance

• AM audits highlighted gaps in basic conditions, contamination sources, skill levels and feedback loops; teams launched “cleaning with meaning”, red/white fuguai tagging and follow-up systems. 
• Reframed PM from generic SAP orders to specific check points with clear frequency, responsibility and visual standards, supported by TBM/CBM calendars.

Capability Building & Governance

• Trained selected operational excellence teams and operations members to check Why–Why analyses and approve countermeasures, improving the quality and depth of root-cause work. 
• Used regular workshops, closing meetings and team rating charts to review progress, remove roadblocks and keep focus on project targets.

Results Achieved

• Higher and more stable OEE in both paper plants, with reduced downtime %, fewer breaks per day and better running speeds.
• Pulp-shortage stoppages sharply reduced, improving overall fibre availability and protecting machine calendars.
• Shorter, more predictable planned shutdowns, thanks to standardised sequences and SMED-style improvements.
• Cleaner, more reliable equipment conditions through stronger AM routines and targeted preventive maintenance.
• Stronger cross-functional problem-solving culture, with teams using data, Pareto charts, RCAs and standards rather than firefighting to address chronic losses.

Overall, the TPM programme in the paper mill translated technical TPM tools into measurable OEE, throughput and reliability gains, while embedding a sustainable way of working for operations and maintenance teams.