Environmental Challenges – Pulp & Paper Industry Caroline Gaudreault pdf

Program for North American Mobility in Higher Education Introducing Process Integration for Environmental Control in Engineering Curricula Module 4: Environmental Challenges – Pulp & Paper Industry Caroline Gaudreault Created at: École Polytechnique de Montréal & Texas A&M University, 2003 LEGEND Go to the web site Go to next subject More information on the same subject Look for the answer to the question Tier II: Case Study Applications Tier II: Statement of Intent Tier II: Statement of Intent The purpose of this module is to demonstrate the application of the minimum manufacturing concepts using the Thunder Bay and LouisianaPacific case studies, and introduces the concepts of BAT and strategic planning Tier II also includes some selected readings, to help the student acquire a deeper understanding of this subject Tier II: Content Tier II is broken into four sections: 2.1 The Thunder Bay case study 2.2 The Louisiana Pacific Samoa case study 2.3 Strategic long-term planning for kraft mills, technology roadmaps, and MIM metrics 2.4 Best Available Technologies for the kraft processes At the end of Tier II, there is a short multipleanswer quiz 2.1 REVIEW OF THE CLOSE-CYCLE OPERATING EXPERIENCE at GREAT LAKES FOREST PRODUCT LIMITED (Thunder Bay Mill) A Little Bit of History In 1974, Great Lakes Forest Products Limited (GLFP) decided to build a second kraft line (kraft mill B) in their mill located in Thunder Bay, Ontario As a result of this, the Ontario Ministry of the Environment (OMOE) asked them to construct a secondary treatment of the effluent in order to reduce BOD5, toxic elements and suspended solids discharged to the river GLFP considered aerated lagoons but there was no close available space to accommodate it This is why they began to discussed with Howard Rapson at the University of Toronto about the “Closed-Cycle Mill” concept They endorsed the concept and submitted the project to the OMOE in place of secondary treatment A Little Bit of History (Cont’d) The OMOE gave the approval for the construction of the “closecycle” kraft mill B, but with the provision than by March 1978, GLFP proves that: The system to be operational; To be as efficient as secondary treatment and, Following this, GLFP propose to install the “close-cycle” system to the other kraft line (kraft mill A) The B mill began its operations in 1976 but the “close-cycle” operations were initiated only in 1977 after the salt recovery plant was completed From 1977 to 1985, the “close-cycle” system was developed continuously in collaboration with the University of Toronto as well than with other players A Little Bit of History (Cont’d) Pitch deposits and scaling problems severely limited close-cycle operations, and more particulary during hardwood processing In 1985, the close-cycle operations were discontinued for a lot of reasons including: It was possible to obtain an equivalent BOD5 reduction only by increasing evaporator condensate use and recovery; Operating costs were high These costs include increased bleaching chemical costs and high energy costs for the salt recovery plant; Heat exchangers in the salt recovery plant were corroded and it would have been very expensive to replace/upgrade them Information about Kraft Mill B Bleached pulp production of 250 000 ton/year First Canadian “effluent-free” pulp and paper mill World’s first application of the RapsonReeve closed cycle concept 10 Question To which of the following mill will you most recommend to implement closed-cycle bleach process? a) A modern mill in a place where water cost a lot near a sensible water habitat b) A old mill in a place where water cost a lot near a sensible water habitat c) A modern mill located near a very polluted river d) A old mill located near a very polluted river 111 Question Which of the following can be considered as a strategic planning action? a) Scheduling of a paper machine for the next week b) Production planning for a year c) Considering close-up of water system in the future because of the competitive advantage d) a & c 112 Question If you build a technology roadmap to supports the evaluation of opportunities and threats and focuses on the development of a vision of the future of the organization, which purpose you want to achieve? a) b) c) d) 113 Strategic planning Process planning Product planning Long-range planning Question What is Agenda 2020? a) The CO2 reduction objectives accroding to the Kyoto protocol b) Weyerhauser’s environmental objectives for the year 2020 c) American Forest & Paper Products Assocation technology roadmap d) Canadian Forest & Paper Products Assocation technology roadmap 114 Question Which one is not a general measure to reduce environmental according to the BATs? a) b) c) d) 115 Trained and motivated staff and operators Improved process control Efficient technical units An annual environmental report Question 10 What does LCA can bring to the MIM metrics? a) b) c) d) 116 More data A life cycle approach A impact approach b & c Who Was Howard Rapson? Achievement Global authority on pulp and paper chemistry Birthdate September 15, 1912 Birthplace Toronto, Ontario Date of Death March 16, 1997 Place of Death Toronto, Ontario 117 Rapson was educated at the University of Toronto (BASc, 1934; MASc, 1935; PhD, 1941) He became an expert in pulp and paper chemistry which involves the manufacture and purification of wood pulp and cellulose for making paper His particular specialty was in the use of chlorite ion (ClO2) pulping and bleaching which he developed during World War II when the usual pulping agent, sulfuric acid, was in short supply He holds 33 patents in 45 countries and has received numerous awards Sources: Canadian Who’s Who 1993, personal communication; photo from Pulp and Paper Technical Association of Canada Return to history Kamyr Digester This cooking process is characterized by low initial alkali concentration and low final lignin concentration This cooking process also ensure good pulp strength properties 118 Return to description Mission and Objectives The mission describes the organization’s business vision including: Unchanging values; Purpose of the organization; Visionary goals From an organization’s point of view, it can be seen as the answer to the following questions: Who are we? What is our business? What needs can we satisfy? What is our desired image? Measurable financial (e.g sales target, earning growth) and strategic (e.g business position, market share, reputation) objectives will be defined based on the mission Likely future trends/ events MISSION AND OBJECTIVES ENVIRONMENTAL SCANNING STRATEGY FORMULATION 119 STRATEGY IMPLEMENTATION EVALUATION & CONTROL Environmental Scanning The followings components are included in the environmental scanning: Internal firm analysis: Identification of the firm’s strengths and weaknesses Analysis of the firm industry: Revelation of opportunities and threats External macro-environment: Environment in which the firm operates that can be described by political, economic, social and technological factors Likely future trends/ events MISSION AND OBJECTIVES ENVIRONMENTAL SCANNING STRATEGY FORMULATION 120 STRATEGY IMPLEMENTATION EVALUATION & CONTROL Strategy Formulation The firm matches its strengths with the identified opportunities while addressing its weaknesses and external threats In order to maximize profitability, the strategy formulation aims at developing a competitive advantage (cost or differentiation) over competitors Likely future trends/ events MISSION AND OBJECTIVES ENVIRONMENTAL SCANNING STRATEGY FORMULATION 121 STRATEGY IMPLEMENTATION EVALUATION & CONTROL Strategy Implementation The implementation is done by: Means of program; Bugdet; Procedures Resources are organized and staff is motivated to reach the objectives Communication is a very important factor in the success of the implementation Likely future trends/ events MISSION AND OBJECTIVES ENVIRONMENTAL SCANNING STRATEGY FORMULATION 122 STRATEGY IMPLEMENTATION EVALUATION & CONTROL Evaluation & Control Monitoring and adjusting the strategy are very important for its success The steps in evaluation and control are: Definition of parameters to be measured; Targeting; Measure of the parameters; Comparison of results with pre-defined standards; Implementation of necessary changes Likely future trends/ events MISSION AND OBJECTIVES ENVIRONMENTAL SCANNING STRATEGY FORMULATION 123 STRATEGY IMPLEMENTATION EVALUATION & CONTROL CERFLOR CERFLOR is a forest certification scheme within the national standardization system under the National Institute of Metrology, Standardization and Industrial Quality’s resposibility 124 Back to Veracel The Atlantic Rainforest Program The Atlantic Rainforest Program, launched in 1999, seeks to develop a number of farreaching initiatives at the national level Activities include monitoring the elaboration, implementation and assessment of public policies, of specific legislation and programs for the preservation and sustainable use of the Atlantic Rainforest’s resources 125 Back to Veracel ... p.212-220 Great Lakes Paper Launches First ClosedCycle Kraft Pulp Mill Paper Trade Journal March 15, 1977, p.29-34 27 2.2 CLOSED-CYCLE TOTALLY CHLORINE FREE BLEACHED KRAFT PULP PRODUCTION at LOUISIANA... European pulp and paper industry had first developed closed-cycle technologies, but in North America little progress has been achieved before Louisiana-Pacific''s (L.-P.) project 30 L.-P Samoa Pulp. .. replace/upgrade them Information about Kraft Mill B Bleached pulp production of 250 000 ton/year First Canadian “effluent-free” pulp and paper mill World’s first application of the RapsonReeve closed