Paper360 - November/December 2017 - 33
equipment as well as the planning/scheduling of the regular shutdowns. The contract was
given to Valmet. Recently, Greenpac decided
to take overall control for maintenance and
has hired a maintenance manager. "We have
overall responsibility for maintenance," says
Hewitt, "but we work with Valmet."
The mill runs 365 days/yr with a 20-hour
shutdown every seven weeks. In between,
there are shorter, six- to eight-hour shutdowns.
Twice annually there is a major 72-hour maintenance outage.
Greenpac's logistics system is an interesting
example of outsourcing. "The whole premise
of Greenpac was to concentrate on making linerboard," Hewitt explains. This meant many
things, such as maintenance and utilities,
would be outsourced. "For logistics, we knew
the campus would be tight," Hewitt says, "so
we hired a 3PL provider: Ryder."
Ryder processes all incoming (truck) and outgoing (truck, container) shipments and provides
on-site shunting as well as gate supervision.
Ryder also processes all transport-related payments. It does not handle the mill's rail traffic.
There is a dedicated Ryder fleet to move all
freight closest to the mill (Ontario, New York).
Water use is 1.6 million gal/day and the mill
uses three sources: the mill's own water, the
Niagara River, and the city water through the
Niagara Falls Water Board. There is a primary
treatment clarifier for incoming water.
The two mills share an effluent treatment
system. To handle the increased effluent flow,
Voith Meri built an anaerobic reactor for COD
removal in front of the existing aerobic (solids) system. Effluent is discharged back to the
Niagara Falls water treatment plant before final
discharge to the Niagara River. Day-to-day
effluent treatment is run by the medium mill.
PAY FOR SKILLS
Manning the mill was a major challenge.
With relatively little papermaking experience
available in the area, Greenpac had to go "outside the box" to choose its team.
"We used a third-party company as an advisor," Hewitt explains. "We sat with them and
discussed what we were looking for to be able to
develop tests for recruiting. We were also able
to get a perspective from other Cascades mills."
After an original screening of the numerous applications received-which included
people who were teachers or who had worked
at places such as Walmart and McDonalds in
the area-those selected for additional review
did a one-hour online test. They were also put
It's Now Cascades
Greenpac started life under the Norampac banner. This was the company formed in
1997 as a 50:50 joint venture between Cascades and Domtar, joining the companies'
liner and medium mills. In 2006, Cascades bought out Domtar's share of the company
and consolidated all of its box plants under the Norampac name. This included six mills
with seven paper machines as well as 19 box/converting plants.
On August 1, 2016, Norampac disappeared as the company took on a new identity:
Cascades Containerboard Packaging (CCP). Greenpac is now part of CCP. Hewitt explains
that Greenpac is managed by CCP, but has its own board of directors.
Cascades owns 62.5 percent of Greenpac, La Caisse de Dépot of Quebec owns 20.2
percent, and other partners own the rest.
through team situation testing. The final step
was an in-person interview. "We then made
our selection," Hewitt says. "We are very happy
with the people we found."
Retention has been excellent, although
because of the training they received at the
mill, these people are now in demand elsewhere, within and outside the industry. As
Hewitt says, "We are always trying to get
better-trained people in the area to benefit
all industries." Along with other industry leaders, Hewitt is trying to promote more technical
curriculums in the area colleges.
Once the selection was made, Learning
SI developed all the training material. The
company had basic fundamental programs
for pulp and paper, but developed a modular
base for all the mill's processes. Suppliers were
also involved, but all the information they
provided was funneled through Learning SI.
The company built the learning guides for the
12 Pay for Skills positions that reference the
The Pay for Skills system was developed
in-house (Hewitt had experience with similar
schemes at other companies) and in consultation with Learning SI. Simply put, once a
worker gains a skill and is certified, he/she
receives that pay scale no matter the job they
do. It marries technical skills with team (e.g.,
conflict resolution) skills. The worker must
be certified in both to receive that pay scale.
There are three tiers in the program: support (e.g., utility positions, material handlers);
finishing (e.g., size press, dry end, winder);
and papermaking (e.g., wet end, stock prep).
Within the mill, there is a committee structure, Hewitt says. The committees work under
the principle of the Four Pillars of Excellence:
Safety, Profitability, Personal Development,
and Operational Excellence. All committees
are led by a single steering committee. When
hired, an employee must choose a committee
to join. Hewitt adds that after four years, many
of the committees are now run by the hourly
employees. Many of these employees have
come to see their employment with Cascades
to be a "career position."
The first pillar, safety, is critical to management thinking. "We are definitely a progressive
mill around safety," Hewitt declares. The mill's
last OSHA recordable was in November 2016.
The mill employs 135 people. Operations
works in 12-hr shifts. There is one team leader
(salaried) per shift. The average age is early
30s, which puts Greenpac in a much better
position than many other mills that are facing
the "Silver Tsunami."
SET UP FOR SUCCESS
Looking at the short-term, Hewitt says he
is very happy with where the mill is today.
Nothing major is planned. Greenpac will
look at the logistics challenge with the automated warehouse, since it is at capacity now.
As Hewitt says, the mill has one of the most
efficient winders in the world.
Greenpac will continue to work on improving yield from its raw material. The cost of OCC
will be a challenge, although he says the mill
has a stable and secure supply. "The big message is that we took a brownfield/greenfield
site and had a vision for the next 50 years with
a paper machine designed for high quality,"
Hewitt says. "We lost time early due to inexperience, but we will gain tons in later years
because of how we have developed our people
and set them up for success."
Graeme Rodden is senior editor, North and
South America, for Paper360°. Contact him
Paper360º NOVEMBER/DECEMBER 2017
Table of Contents for the Digital Edition of Paper360 - November/December 2017
Over the Wire
Rebuilds and Conversions
Proud to be a Papermaker
The New Cascades
Operational Data Helps Mills Meet Challenges
Papermaking Best Practices with Vacuum-Dewatering Systems: Part 2
TAPPI Library is an Industry Resource
Managing the Decline of Graphic Paper Demand
TAPPI Journal Summaries
2017 PPI Awards Finalists
Index of Advertisers
Paper360 - November/December 2017 - Intro
Paper360 - November/December 2017 - cover1
Paper360 - November/December 2017 - cover2
Paper360 - November/December 2017 - 3
Paper360 - November/December 2017 - 4
Paper360 - November/December 2017 - 5
Paper360 - November/December 2017 - Setpoint
Paper360 - November/December 2017 - 7
Paper360 - November/December 2017 - Over the Wire
Paper360 - November/December 2017 - 9
Paper360 - November/December 2017 - 10
Paper360 - November/December 2017 - 11
Paper360 - November/December 2017 - Rebuilds and Conversions
Paper360 - November/December 2017 - 13
Paper360 - November/December 2017 - 14
Paper360 - November/December 2017 - 15
Paper360 - November/December 2017 - 16
Paper360 - November/December 2017 - 17
Paper360 - November/December 2017 - 18
Paper360 - November/December 2017 - 19
Paper360 - November/December 2017 - 20
Paper360 - November/December 2017 - 21
Paper360 - November/December 2017 - 22
Paper360 - November/December 2017 - 23
Paper360 - November/December 2017 - Proud to be a Papermaker
Paper360 - November/December 2017 - 25
Paper360 - November/December 2017 - 26
Paper360 - November/December 2017 - 27
Paper360 - November/December 2017 - 28
Paper360 - November/December 2017 - 29
Paper360 - November/December 2017 - The New Cascades
Paper360 - November/December 2017 - 31
Paper360 - November/December 2017 - 32
Paper360 - November/December 2017 - 33
Paper360 - November/December 2017 - Operational Data Helps Mills Meet Challenges
Paper360 - November/December 2017 - 35
Paper360 - November/December 2017 - 36
Paper360 - November/December 2017 - 37
Paper360 - November/December 2017 - Papermaking Best Practices with Vacuum-Dewatering Systems: Part 2
Paper360 - November/December 2017 - 39
Paper360 - November/December 2017 - Managing the Decline of Graphic Paper Demand
Paper360 - November/December 2017 - 41
Paper360 - November/December 2017 - TAPPI Journal Summaries
Paper360 - November/December 2017 - 43
Paper360 - November/December 2017 - 44
Paper360 - November/December 2017 - 45
Paper360 - November/December 2017 - 2017 PPI Awards Finalists
Paper360 - November/December 2017 - 47
Paper360 - November/December 2017 - TAPPI News
Paper360 - November/December 2017 - ASPI News
Paper360 - November/December 2017 - Index of Advertisers
Paper360 - November/December 2017 - cover3
Paper360 - November/December 2017 - cover4