Showing posts with label Pulp & Paper. Show all posts
Showing posts with label Pulp & Paper. Show all posts

Thursday, 25 July 2013

Indian paper industry to grow at 6-8%


The market would expand by 0.7 million tonnes annually which would be sufficient to absorb the new capacities that will come up in the next 2-3 years.
The long-term demand outlook for the Indian paper industry remains favorable driven by increasing literacy levels, growth in print media (particularly in the vernacular languages), higher government spending on education sector, changing urban lifestyles as well as economic growth. Given that these factors are likely to be sustained, the paper industry is likely to continue growing at a rate of 6-8% in the medium to long term although there maybe aberrant years given the cyclical nature of the industry. In addition, the preparation for general elections will provide further fillip to paper demand in FY14, says ICRAin its study on Indian Paper Industry. 

According to ICRA, the low per capita consumption of paper provides tremendous potential for growth in paper demand. Further the capacity addition programme has now come to an end and there has been a considerable slowdown in new project announcement and completion. With the recent capacity additions coming to completion any fresh announcements is unlikely in the near term and with gestation period of 24-30 months for new capacities, supply side pressures have started easing. ICRA expects 0.35 million tonnes of capacities to be added during FY14 and 0.3 million tonnes in FY15 (as against current capacity of 13 million tonnes). 

Assuming a moderate growth of 6% per annum, in ICRA's view, the market would expand by 0.7 million tonnes annually which would be sufficient to absorb the new capacities that will come up in the next 2-3 years. However, the favourable demand-supply dynamics may not immediately translate into higher profits for paper companies. The cost for most of the key inputs is currently at a very high level and domestic coal and wood prices are still increasing at a rapid pace. The ability of the companies to pass on these costs will remain the key to profitability. Companies with better cost and capital structures and a diversified portfolio of products would be better placed to endure the pressures in the medium term. 

The paper industry reported robust growth in revenues during FY08-FY13 driven by steady growth in consumption levels and increase in realisations. This period also saw steady increase in the cost of inputs such as wood, chemicals, coal etc. Over-supply scenario, rising cost pressures and increasing competitive pressures from imports made it increasingly difficult for the paper mills to pass on these cost increases. As a result, the operating profitability of the industry came under pressure in FY12. 

According to ICRA's sample study, the average operating margins of the companies declined from 21.96% in FY08 to 15.87% in FY13. Though pricing flexibility has improved marginally with an improvement in demand-supply dynamics, in ICRA's view, the profitability of paper mills continues to remain under pressure due to rising costs of raw material, coal and chemicals. Further, high depreciation and interest costs on account of debt funded capital expenditure undertaken by the industry have resulted in pressure on net profitability of paper companies as reflected by decline in net profitability from 11.34% in FY08 to 1.44% in FY13 for companies in ICRA sample. The funding of capacity expansion projects through bank borrowings led to increase in gearing levels of paper companies from the lows of FY06. High gearing levels (in the range of 2-3 times as on March 31, 2012) coupled with decline in profitability has put pressure on the debt coverage indicators of the industry.



Friday, 18 January 2013

Dalmia Cement Plans Rs 1800 Cr Expansion

To strengthen its presence both nationally and in the North-East, cement maker Dalmia Cement (Bharat) Ltd (DCBL) plans to invest Rs 1,800 crore for capacity expansion over the next two years.

While the company would invest Rs 1,300 crore for its upcoming 2.5-million tonnes greenfield project at Belgaum, Karnataka, its plants in North-East would entail an estimated investment of Rs 500 crore, Puneet Yadu Dalmia, Managing Director, told reporters here on Friday.

According to Dalmia, the company currently has a total capacity of 17 mt and wants to add nearly four mt by 2014-15.

The company has recently acquired Meghalaya-based Adhunik Cement with an investment of nearly Rs 560 crore and increased its stake in Calcom Cement in Assam.

Meanwhile, OCL India Ltd would invest nearly Rs 500 crore for a 1.5-mt grinding plant near Salboni in West Bengal. DCBL holds 45.4 per cent stake in OCL India.

According to Dalmia, the project should be commissioned by the end of 2013.

Saturday, 3 November 2012

Art of Leadership

Just as great Generals can inspire soldiers to make great sacrifices on the battlefield, compassionate leaders can take their teams to great heights. — KAMAL NARANG
Just as great Generals can inspire soldiers to make great sacrifices on the battlefield, compassionate leaders can take their teams to great heights. — KAMAL NARANG

Genuine leadership is of only one type - supportive. It leads people, it doesn't drive them. It involves them, and doesn't coerce them. It never loses sight of the most important principle governing any project involving human beings - that people are more important than things.

Consider a situation in which none of the above statements might seem valid — the battlefield. To a General, the most important thing, obviously, is victory. In the cause of victory he must commit men to possible, and sometimes even to certain, death. Is not victory, then - an abstraction, a thing - more important to him than the people he leads?

Yet, the difference between great Generals and mediocre ones may be attributed to the zeal great Generals have been able to inspire in their men. Some excellent Generals have been master strategists, and have won wars on this strength alone. Greatness, however, by very definition implies a great and expanded view. It transcends intelligence and merely technical competence. It implies an ability to see the lesser in relation to the greater; the immediate in relation to the long term; the need for victory in relation to needs that will arise once victory has been achieved.

Lead from the front

Leadership implies running at the head of the pack, and not driving it from behind. This is true also in military matters. Those who serve under a great General know well that he asks nothing of them that he would not first do himself. Such a General feels himself at one with his men, not superior to them. He knows that he and they are simply doing a job together.

A great general is a man of vision — necessarily so, for only with vision can he inspire his men to heroic action; only with vision can he make them desire victory as ardently as he does. He persuades them not by angry commands, but by the power of his own conviction. He involves others in his vision, and inspires them also to be visionaries.

People, even in warfare, are more important than things. Yet, there are circumstances in which people can fulfil themselves perfectly only by total self-offering to whatever they believe in. There are times when, for the welfare of the greater number, individual lives must be sacrificed. The great General inspires his soldiers because he believes it also for himself, the realisation that whatever may be demanded by the exigencies of war, death in a great cause is a life lived victoriously.

A great General is also loyal to his soldiers. Only in that spirit of loyalty does he demand loyalty of them in return. Thus, we see that even in critical times when stern command is necessary for proper leadership, the essence of genius in leadership is supportive, not dictatorial. An example of a great General, though not always a great tactician, was George Washington. Rather than billet his tired and hungry soldiers on civilian homes, and rather than feed them by foraging, he chose — for himself as much as for his army — discomfort, cold, and hunger. Historians who have concentrated only on his need to win the war have criticised him as impractical, if not even indecisive, but Washington understood that the need of the hour was as much to draw people to the concept of revolution as it was to win the revolution itself. It was his breadth of vision, and his concern for human values, as well as his greatness as a man of honour that made him one of the great Generals of history.

If it is true even in the military that leadership means leading others, and involving them, not driving and coercing them, then how much more is it true in matters where total self-sacrifice is not the issue. More can be accomplished by working with people than over them.

Handle with care

Leadership is an art. Bad leadership is usually due more to clumsiness than to ill will. Leaving aside the natural bullies - most of whom, except in circumstances where bullying has been imposed as the norm, have neither the intelligence nor the perceptivity to earn positions of real authority - people who fail as leaders usually do so simply because they are ill at ease in positions of leadership. They are like the untrained singer who bellows loudly to conceal his inability to produce a pure tone; and like the actor who bludgeons his audience with bombast because he hasn't learned how to win them with subtlety.

Any tailor knows you can't merely jam a thread through the eye of a needle. The strands must be brought carefully to a point, then inserted cautiously into it, allowing not a single one of them to escape.

The same is true of any art. One cannot bluster. One must attune himself sensitively to the requirements of the medium he is using. To paint fine lines, an artist must use a thin brush, not a thick one. To depict loneliness, a composer may well limit himself to a simple melodic line; certainly he won't use crashing chords.

Bluster, unfortunately, is the response of many people in positions of leadership to even sensitive issues, issues where finesse and patience are essential if the support of one's subordinates is to be won. At such times, especially, the temptation often arises to consider things more important than people. Often, indeed, in such situations, one hears the justification, "But it's a matter of principle!" Is it? Sometimes, perhaps. But even then, is not kindness also a principle?

People in positions of leadership need to see their roles not as 'big shots', but as artists whose medium is the dynamics of human cooperation.

Because the suggestions offered in these pages are people-oriented rather than job-oriented, they will prove helpful as well to anyone whose lot it is to work with others, whether in a position of leadership or not - for example parents, teachers, store salesmen or anyone wanting to win others to a point of view.

Even people who live and work alone may find suggestions in these pages for drawing the best out of themselves.

(The author is a spiritual teacher and founder of the Ananda World Brotherhood Community.)

Just as great Generals can inspire soldiers to make great sacrifices on the battlefield, compassionate leaders can take their teams to great heights. — KAMAL NARANG

Friday, 26 October 2012

PolyOne Buying Spartech for $393m

Polymer compounder and distributor PolyOne plans to expand its product portfolio by acquiring Spartech, the firms have announced.

US-based Spartech brings a leading North American market position in sheet, rigid barrier packaging, compounds and specialty cast acrylic technologies to PolyOne.

PolyOne said the deal would be a bolt-on acquisition with opportunity for global expansion and allow the firm to align capacity and cost structure with customers. It would help Spartech shift away from high-volume products toward more value-added technologies.

The transaction is valued at about $393m (€302.9m), including assumption of Spartech's net debt of $142m (€109.5m). The companies expect to complete the deal in the first quarter of 2013.

Earlier this year, at an investory day event in New York, PolyOne said its goal is to have sales of $5bn (€3.9bn) and adjusted earnings per share of at least $2.50 (€1.93) by 2015. The sales goal is more than 70% higher than the $2.9bn (€2.2bn) total posted by PolyOne last year. The adjusted earnings-per-share target is more than double last year's $1.02 (€0.79).

PolyOne is the largest compounder in North America, according to Plastics News estimates, with an estimated market share in the region of 10-11%. Plastics News estimated the regional market in 2010 at $9.7bn (€7.5bn).

Spartech is the ninth largest film & sheet manufacturer in North America, according to Plastics News' most recent survey, with estimated relevant sales of $750m (€578.6m).

In the nine months that ended 4 August, Spartech reported earnings of nearly $3.3m (€2.5m) on sales of $862.6m (€665.6m).

"Spartech expands PolyOne's specialty portfolio with adjacent technologies in attractive end markets where we already participate as well as new ones like aerospace and security," said Stephen Newlin, chairman, president and CEO of PolyOne, in a statement.

"By combining Spartech's leading market positions in sheet, rigid barrier packaging and specialty cast acrylics with PolyOne's capabilities, we can accelerate growth for both companies," Newlin said. "We believe this is a very compelling transaction for our shareholders, customers and employees."

Separately, PolyOne reported that its net income in the third quarter rose 11%, to $24m (€18.5m) from $21.6m (€16.7m) in the third quarter of 2011.

Revenue edged up less than 1%, to $740.2m (€571.2m) from $735.8m (€567.8m).


Friday, 19 October 2012

Delta Paper plans 80TPD unit at Vendra

Delta Papers Ltd is planning to set up a pulp & paper unit in village Vendra in Palakoderu Mandal in West Godavari district of Andhra Pradesh. The project involves setting up of a 80 tpd pulp & paper unit using Casurina, Subabul, Eucalyptus etc. in addition to Bagasse and Recycled Waste Paper. Delta Paper Mills Limited, Vendra-534 210 Palakoderu Manda, W.G. District, Andhra Pradesh E-mail : elr_deltmill@sancharnet.in Fax No. : 248208 Shri P.S. Chandrasekhara Varma, Vice-President

Wednesday, 12 September 2012

Is West Coast Paper Mill an attractive buy for International Paper

Speculations about US-based International Paper interested in buying West Coast Paper Mills have led to 25% gains in the stock of the Bangalore-based paper company. If the deal indeed goes through, it will mean re-rating of the stock of West Coast Paper Mills on similar lines as that of Andhra Pradesh Paper Mills.



The news of International Paper acquiring Andhra Pradesh Paper Mills led to re-rating of the stock and in the last one and half years, the stock almost doubled on the bourses.



Rs 1300 crore West Coast Paper Mills has been under strain operationally since last five quarters. Increase in raw material cost on account of higher prices of coal and wood pulp, high interest and depreciation have hit the company's bottomline. The rupee depreciation has further been an adverse factor for the company having dollar denominated debt.



The company has Rs 721.34 crore of debt on its books with its debt equity and interest coverage ratios each standing at 1.2. A stake sale by the promoters at attractive valuations in such a scenario at this juncture may not be surprising.



For International Paper, West Coast Paper Mills seems to be a good acquisition target - being larger in size than its earlier acquired company Andhra Pradesh Paper Mills and earning similar revenues like other large players JK Paper and Tamil Nadu Newsprint. Through it, International Paper can also command control on another Gujarat-based paper company Rama Newsprint since West Coast Paper Mills owns 36.3% stake in the Gujarat based firm.



In case of an acquisition deal materializing, investors should brace themselves for a re-rating of the stocks of West Coast Paper and Rama Newsprint.

Tuesday, 11 October 2011

SHELL SELECTS BRAY INTERNATIONAL


Shell and Bray executive teams have signed a five-year global Enterprise Framework Agreement (EFA) that identifies Bray International as a supplier of more than 2500 line items of Bray (resilient and Teflon® seated), McCannaLok (high performance / double offset) and Tri Lok (triple offset) butterfly products and related services.

Representing Shell and Bray in the picture above were(left to right): Wayne Hutchinson, VP Enterprise Categories and Supplies Management Contract Procurement, Shell; Leonard Moore, Global Market Manager, Oil & Gas Sales/Vice President of Sales & Marketing, USA, Bray; Craig Brown, President & CEO of Bray International, Inc.; and Erik Bonino, EVP Project & Engineering Services, Projects & Technology, Shell.

The agreement was signed at Shell Corporate Headquarters in The Hague, Netherlands. This agreement will encompass all Shell direct operations and its affiliates around the world for both capital and operating expenditures of Bray's broad range of butterfly valve products.

Craig Brown stated, "The Shell EFA marks a monumental moment in Bray's 25 year history. We believe that Bray products offer the best value solutions to the global oil & gas markets." Leonard Moore added, "The enhanced relationship, between our organizations builds on Bray's increasing presence within the Oil & Gas sector. We are elated to be in a position to add value to Shell's enterprise management system as a world class supplier of butterfly valves through this Enterprise Framework Agreement."

About Bray International
Bray International, a privately held organization based in Houston, Texas (USA), is a global leader in the manufacture and supply of butterfly, ball, check valves, actuators and related accessories in power, water filtration, desalination, oil & gas, chemical, commercial automatic temperature control systems, mining, marine and ship building, pharmaceutical, sugar, food and beverage as well as many other industries. Its brands and/or subsidiaries include Bray Controls, Bray Commercial, Flow-Tek and Ritepro.


ANUP SHAH
Adroitt Flow Control Pvt Ltd
Cell +91 9820501463

(Sent from iPhone)


Sunday, 9 October 2011

Valves In Pulp & Paper Industry



sum11_pulp-paper_coverBY HARLAN DUNK


The pulp & paper industry has seen tough times, but the business will still be around for many decades; the product is too much in demand. Those involved in valves for this industry need to understand how the processes work.

Perhaps no manufactured product plays a more significant role in everyday human activity than paper and paper products. Paper provides the means for recording, storing and disseminating most of today's information. Even though people have extolled the coming of the paperless society, it has not yet arrived. Humans still print e-mails and other correspondence and information they get from the paperless communication channels of the computer and the Internet. And beyond that, paper is the most widely used wrapping and packaging material as well as a critical component today in everyday life. From drywall to napkins to office supplies, paper is used for many purposes, and that situation won't change for a long, long time.

The uses and applications of paper and paper products are truly vast, and new specialty products are constantly under development. At the same time, the industry itself faces a vast array of inroads and competition from other sectors, most notably plastics and electronic media. To remain competitive in existing markets and, at the same time, be receptive to new opportunities, the paper industry today is adopting new technologies and methodologies.


PROFITABILITY

Some time back, on a tour of the pulp and paper mills in Finland with a number of North American pulp and paper people, one customer expressed amazement at the investment in new machinery and processes the Finnish companies had recently completed. This customer referred many times to the return on investment in North American pulp and paper mills, which he said was less than 3%. Why would anyone spend money for a 3% return, he questioned, when you could keep your money in the bank and get a better return. This is one of the reasons there has been very little investment in North American pulp and paper mills in recent times. The other two are stringent requirements from the Environmental Protection Agency and a buildup of stock of finished goods.

This means most growth opportunities in pulp and paper are outside North America. And the areas where companies are making money are regions nearer to the major renewable resource that runs this market—trees.


MARKET TRENDS

Globally, pulp and paper companies are still merging, buying and selling mills in an attempt to get the right mix to make a profit. This trend will probably continue until there is less paper in storerooms and/or more demand for different types of products.

Several years ago, the buzz word used most often in the industry was "Process Variability," which meant using better process control to improve quality at the same time you use fewer raw materials and get higher production rates.

Another trend many mills adopted is "Life Cycle" analysis where a mill looks at a product to see if it can be repaired as opposed to being replaced and how many times it can be repaired to increase its life cycle. To accomplish this requires strong cooperation between the maintenance group and the procurement group to determine the best percentage cost balance of a new valve versus repair of a product. Is it 50% cost of new or upwards of 80% cost of new?

It also takes recognizing the value of a quality product in the first place. Quality means repair less often and often means less expense for that repair. The trend for some time has been toward mills repairing valves more frequently, leading more mills toward metal-seated ball and butterfly valves, which have a higher initial cost but longer life cycle. Also, some mills that traditionally used soft seats have moved to more rugged metal seats in many applications—not only for longer life but also because of higher pressure and temperatures in certain applications.


APPLICATIONS/LIMITATIONS

Beyond the usual maintenance, repair and operations issues in the paper industry are challenging applications where a valve in a mill is subjected to slurries, scaling, high velocities, high or low cycling, or where special attention is needed from the maintenance group.

Valves are often chosen by a mill based on how they can handle these challenges. In high-scaling applications, where the media sticks to the surface of the valve, for example, most plants will consider a ball valve first. This is because these valves offer full flow characteristics. Ball valves also rotate 90 degrees, and with the proper scraper seats, the media that has scaled can be wiped off the ball so the ball is clean before it gets seated. In some multi-turn valves, the scaling could sit in the bottom of the pipeline, and the valve blade cannot get through the scale to seat the valve. Cycling the valve or even partial stroking the valve can alleviate the scale buildup. As an example, green liquor (which we discuss later in this article) is a high-scaling media that can stick to the sides of pipe causing a 6-inch pipe to have a 1-inch hole because of the severity of the scaling. In cases where the scaling is extreme, cycling the valve on a weekly basis is recommended to scrape the media off the ball face.

In high-cycling applications, care must be given to packing of the valve. For example, on the echo filters in the recaustisizing area, the filters separate the impurities in white liquor. In this area, a large-diameter valve may cycle every hour because the white liquor and lime mud that are the media in this area are abrasive so that, not only do the seats get worn, but the packing tends toward wear. For this reason, a double-packed valve with live-loading is often recommended. The bottom line in any of the liquor applications, however (mills deal with green, white, black, orange, red and brown liquors), is that high-quality valves are needed and the supplier of those valves should have expertise in this specific application.

sum11_pulp-paper_fig1Figure 1. Process Overview for Paper Mill

This need for expertise is one of the main problems in paper and pulp mills today. Plants have fewer people and many of those with knowledge and expertise have retired. They have to draw upon sales people, college students, engineering consultants, even the Internet for expertise. But each of these has a downside. For example, the salesman wants to sell what he has, which may not be what is best for the application. The college student has book smarts but may lack experience. Engineering consultants can be expensive; and there is no way to know if the information from the Internet is reliable. For these reasons, one of the best tools in the paper industry today is good communication between the vendor of the equipment that runs the mills and the paper mill customer.

For example, when buying a capping valve, a paper mill customer needs to have a level of comfort that the company selling the equipment understands the process. A capping valve lets chips into the digester when open and isolates the digester from the atmosphere when closed. A person involved with selling capping valves needs to know how to size the capping valve correctly, whether there is potential for bridging of the chips, and what type of chip chute is required. All of this may be beyond the normal valve sales training, but it's necessary to know the process (Figure 1).

In and around the digester, the predominant valve used is a rotary metal seated valve for both continuous and batch digesting. The differences, which are outlined in the next few paragraphs, can be seen in Figures 2 and 3.

sum11_pulp-paper_fig2Figure 2. The Pulping Processsum11_pulp-paper_fig3Figure 3. The Pulping Process (continued)


CONTINUOUS DIGESTER

Continuous digesters use a heated, pressurized chamber into which chips and chemicals are fed. This type of digester differs from the batch digest in that chips are processed in a downward flow through zones of steadily increasing temperatures and pressure until the cooking zone is reached. The cooking liquor is also continually circulated from the digester to heat exchangers, where the liquor is reheated and reinjected into the digester. The pH of the cooking liquors is 13.5 to 14 and the operating temperatures are 240° F (116° C) at 140 psi.

A high-pressure feeder (the heart of the digester) sends the chips to the digester inlet.

A rotating helical screw pushes down chips, and steam and liquor are used to cook the chips—impregnation, heating, cooking and washing of the chips is done in one continuous operation. The chips remain in this area from two to three hours and the mass is cooled, mixed with black liquor, and mechanically conveyed or "blown" to the blow tank.


BATCH DIGESTERS

In batch cooking, the digester is filled with chips, white cooking liquor and weak black liquor. The cooking liquor, which is drawn through screens, is circulated with a pump to a heat exchanger, where the liquor is heated with steam before being returned to the digester. The chips are cooked for about three hours in this caustic atmosphere. This cooking action dissolves the bond between the cellulose fibers and the glue-like material called lignin that cements the fibers together.

After cooking, the pulp is blown through a blow valve into a blow tank where the shock of the material hitting the tank wall separates the lignin and fibers.

There is also an enhanced cooking batch digester, where the liquor goes through heat exchangers to help cook the chips without using all the steam in a standard batch digester, which means more energy efficiency and economy.

The next area of the mill that uses metal-seated valves is the recovery area. The recovery area is where chemicals from the spent cooking liquors are recovered. The reconstitution of these chemicals can form fresh cooking liquor at the same time incinerating organic residuals creates energy.

While the main focus of pulp and paper mills is on the fibers that make the paper, the mills use every part of the tree. For example, the bark goes into the bark boiler to make steam. The lignin has high BTU value so mills try to recover the lignin to burn in the recovery boiler, which also recovers many of the chemicals used in the cooking process. The recovery process is achieved through a well-defined series of steps, starting with the weak black liquor coming from the brown stock washers. The process steps are then:

  • Concentration of liquor in multiple evaporators and concentrators to get to heavy black liquor
  • Addition of salt cake to make up for soda loss
  • Incineration of heavy black liquor in the recovery boiler
  • Dissolving smelt from the boiler to form green liquor (new liquor)
  • Burning of lime mud to recover lime
  • Causticizing of green liquor with lime to form white liquor.

sum11_pulp-paper_fig4-5Figure 4-5. Evaporators and Recovery
EVAPORATORS

After the blow tank, the stock is washed in a brown stock washer (Figure 4). The fibers are then transferred to the stock prep area, and the wash is recovered and sent to the evaporators. Evaporators take the water out of the liquor to create high-density black liquor to burn in the recovery boiler. The evaporator island may include as many as six evaporators which are called effects—for example, the vapor in one effect becomes the steam supply in the next unit. There are four types of evaporators: rising film, falling film, cascade and cyclone.


RECOVERY BOILER

Heavy black liquor is pumped to a black liquor storage tank at the recovery boiler (Figure 5) where the liquor is mixed with salt cake—sodium sulphate—as a make-up chemical to replace the chemicals lost during washing and evaporation. The black liquor is then pumped by the nozzle pump into the boiler, where the liquor is vaporized and burned, the organics in the liquor burn as fuel, while the chemicals fall to the bottom of the boiler and flow out as smelt. The smelt flows into a dissolving tank filled with weak wash liquor from the causticizing area. The smelt is agitated and recycled to break up the molten smelt and prevent an explosion. The liquor in the dissolving tank is called green liquor.


CAUSTICIZING

Green liquor from the dissolving tank is pumped to the causticizing area (Figure 5) where it is treated with milk of lime, calcium hydroxide, to form white liquor. Because green liquor contains impurities called dregs, it must be filtered in a clarifier. The clarified green liquor is then pumped to the slaker where it is mixed with burnt lime, calcium oxide. The lime-green liquor mixture flows to two or three causticizers in a series to complete the reaction. The liquor is separated from the lime mud and becomes white liquor. The calcium carbonate precipitate is burned in the lime kiln to form calcium oxide for use in the causticizing area.

Once the process has passed through the third effect on the evaporators, metal-seated valves are normally used because the black liquor is becoming heavier and more abrasive. If the process has over half black liquor or the material is going into the concentrator, metal-seated ball valves are required.

When the fiber leaves the brown stock washer, it either goes to the paper machine or to the bleach plant, where the stock will be whitened. Many different processes are used to whiten the fibers—chlorine dioxide bleaching, ozone bleaching, oxygen bleaching, peroxide bleaching, etc. Many of these processes require higher alloy valves or valves with liners.

In regards to these higher alloy valves, a trend in the last few years is that many mills that use 316 stainless steel are complaining that steel isn't lasting as long as the 316 stainless steel they bought years ago. This is because environmental regulations have forced many mills to close up their systems. At one time, the paper processing systems were open, and many chemicals could go downstream. Now, those processes are closed, which means that chlorides and other chemicals are building up. It also means chemical concentrations are becoming higher and higher, which is what is causing accelerated corrosion.

Because of this, valve manufacturers have had to look at sturdier materials for their valves and valve trims. For example, one popular material is AVESTA 254 SMO. For metal-seated ball valves, manufacturers are finding that the standard chrome coating is not withstanding the aggressive nature of these chemicals. HVOF (high velocity oxygen fuel) or spray and fused coating can be considered a solution, depending on the application.

Lastly, one key area for metal-seated ball valves is low-pressure shut-off. Many metal-seated ball valve manufacturers use springs to energize the ball into the seats.

Special care must be taken in specifying the testing requirements for metal-seated valves. The criteria many use is ANSI FCI 70.2, which separates the valve shut-off into classes. Most metal-seated on/off valves are class V, though some can get to class VI with special attention and lapping. The ANSI FCI 70.2 specification does not state the pressure of the test to achieve the class shut-off. Therefore, most manufacturers use the full ANSI rating of the valve.

Some manufacturers believe, however, that using the full-rated pressure makes the test less valid because the higher the pressure, the tighter the shut-off. For this reason, people seeking valves for these purposes should ensure their vendors can do a low-pressure test to meet the shut-off requirements. This low-pressure test is much harder to conduct and more valid as a result.


CONCLUSION

The pulp and paper industry has hit the doldrums, but they still require valves to keep the mills operational. With the state of the industry, mills will be looking to purchase high-quality valves from people with an idea where the valves are used and how to apply them properly. With quality products, the mills can run longer between shutdowns and repair what they have purchased instead of buying new ones every year.


ANUP SHAH
Adroitt Flow Control Pvt Ltd
Cell +91 9820501463

(Sent from iPhone)


Sunday, 30 January 2011

ITC Paperboard to set up new unit at andhra pradesh to double capacity

Diversified conglomerate ITC Limited on Sunday said it will invest up to Rs 3,000 crore to set up a paper manufacturing unit in Andhra Pradesh as part of plans to double capacity over the next five years.



"The total project cost for the new greenfield project will be about Rs 3,000 crore. It's part of our plan to touch 1 million tonnes capacity in the next five years," ITC Limited Executive Director Pradeep Dhobale told reporters here.



The company's paperboards and specialty papers division, which caters to a wide spectrum of packaging, writing and printing paper requirements, has four manufacturing units at present, with a total capacity of 5.5 lakh million tonnes per annum.



The new 2.5-3 lakh tonnes per annum unit will come up in Khammam district of Andhra Pradesh and the company plans to acquire 1,000 acres for this purpose.



"We have received requisite clearance from the Andhra government for the new plant and are now awaiting clearance from the Union Environment and Forest Ministry. We expect to get the final clearance in the next six months," Dhobale said, adding that the company is yet to finalise the products to be manufactured at the new facility.



Asked about funding for the new project, Dhobale said the company will finance it through internal accruals.



ITC's paperboards and specialty papers division contributes nearly 12 per cent to its top-line. The Kolkata-headquartered firm reported net sales of Rs 18,153.19 crore for the year 2009-10.



As part of its capacity expansion plans, the company is already in the process of investing Rs 1,100 crore at its Bhadrachalam plant in Andhra Pradesh.



"We are in the process of investing Rs 1,100 crore in our Bhadrachalam plant. Apart from new lines, we are also upgrading our pulp and energy capacities. We expect to raise the present capacity by 1 lakh tonnes per annum," Dhobale said. The Bhadrachalam unit presently has a capacity of 4.5 lakh tonnes per annum.



According to industry estimates, demand for paperboard in the country in terms of volume stands at 1.8 million tonnes per annum and is growing at 8-10 per cent annually. ITC has a share of about 22 per cent in the domestic paper board market.





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