CSP732 Example Case Study - Oxygen Stage Control Design and Project Management

CSP732
Process Control System Design
Oxygen Stage Control
Department of Chemical Engineering

University of Pretoria
D.F. Grobler (Student Number: 24446484)
P. Hart (Student Number: 25385535)
June 2006
CSP732 – Project Contribution and Mark Sheet
Contribution Mark
ITEM
P. Hart F. Grobler P. Hart F. Grobler
Case description & Flow Diagram (10) 50% 50%
Discussion of design documentation in use & critical

50% 50%
evaluation of procedures followed (20)
Identification of control problem & control objectives;

50% 50%
Identification of relevant process variables for control (10)
Comments on development of base layer control system,

extent of integration of process design & control system 50% 50%
design (10)
Opportunities for advanced control (10) 50% 50%
Mechanisms in place to identify & eliminate conceptual

50% 50%
errors (10)
Quantifying cost of errors & re-design (10) 50% 50%
Creative recommendations to improve the project

50% 50%
execution process (10)
Editorial (10) 50% 50%
TOTAL (100)
I
Synopsis
This case study was performed on the oxygen delignification stage at Sappi Enstra. The
first leg of the study involved an in depth investigation into this oxygen stage. The
outcomes of this leg were recommended control strategies for the base layer and
advanced control for the oxygen stage. A cost benefit analysis showed that implementing
advanced control on the oxygen stage would have an attractive payback period of about
1.5 years.
The second leg of the study involved an investigation into the procedure followed to
implement an advanced process control project at Sappi Enstra, involving the oxygen
stage. The study highlights the shortcomings of this project and the procedures followed
to complete the project. The main problems with regards to the implementation of this
project were that Sappi Enstra did not have in-house control engineers and did not have
specific procedures for advanced control projects.
Recommendations of improving Sappi’s project procedures and avoiding mistakes made

in this project have been made. It is hoped that these recommendation will prevent the re-
occurrence of similar mistakes in future projects.
Keywords: Project Management, Oxygen Delignification, Base Layer Control, Advanced
Process Control, Project Procedures,
II
Table of Contents
Page
Project Contribution and Mark Sheet I
Synopsis II
List of Figures V
List of Tables VII
1 Introduction 1
1.1 Basic Description of Oxygen Delignification at Sappi Enstra 1
1.2 Importance of Oxygen Delignification at Sappi Enstra 3
1.3 Literature Survey 4
2 Outline Control Problem 15
3 Base Layer Control 16
3.1 Oxygen Stage Data Analysis 16
3.2 Degrees of Freedom for Oxygen Stage 33
3.3 Proposed Base Layer Control for Oxygen Stage 34
4 Advanced Process Control 41
4.1 Advanced Process Control For Oxygen Stage 41
4.2 Predicted Benefits Of APC For Oxygen Stage 47
5 Actual APC Benefits 52
III
6 Project Management Process 54
6.1 The General Sappi Procedure 54
6.2 Definition Of Sappi Model Phases 57
6.3 Project Documentation 61
6.4 Process / Control Engineering Procedures 63
6.5 Comparing The Sappi Model With Other Project 70

Management Models
6.6 Execution Of Project At Sappi Enstra 74
6.7 Evaluation Of The Procedure Followed 84
6.8 Recommendations to Improve Project Management 89
6.9 Integration of Process and Control Engineering 91
6.10 Summary of Mechanisms in place to Identify Conceptual 92

Errors
7 Cost of Errors and Redesign 94
8 Conclusion 97
9 References 98
10 Appendixes 99
Appendix I - Data Correlation Matrix at Variable Production Rate 99
Appendix II - Calculations for Estimating Benefits of APC – O2 Stage 100
Appendix III - Monthly Progress of APC at Sappi Enstra 101
IV
List of Figures
Page
Figure 1 - Basic Flow of Oxygen Delignification Stage at Sappi 2

Enstra
Figure 2 - Oxygen Reactor 3
Figure 3 - Low consistency oxygen delignification process flow sheet 5
Figure 4 - High consistency oxygen delignification process flow sheet 5
Figure 5 - Effect of magnesium ion on selectivity 8
Figure 6 - Effect of temperature on oxygen delignification 10
Figure 7 - Effect of time, alkali charge and consistency related 11

concentration on kappa number in oxygen delignification of
softwood kraft pulp.
Figure 8 - Effect of time, alkali charge and consistency related 11

concentration on pulp viscosity in oxygen delignification of
softwood kraft pulp
Figure 9 - Main Cluster Tree of 39 process variables 25
Figure 10 - Cluster Tree of 10 process variables 27
Figure 11 - Screen plot showing the variation explained by each principle 28

component
Figure 12 - PCA projected contribution of variables in 1x2 factor plane 28
Figure 13 - PCA Projection of Variables in 1x2 plane 29
Figure 14 - PCA projected contribution of variables in 1x3 factor plane 30
Figure 18 - Proposed Base Layer Control 35
Figure 19 - Proposed APC System 45
V
Figure 20 - Histogram of Exiting Oxygen Brightness 49
Figure 21 - Quality Comparison with and without APC 52
Figure 22 – Improvements on Sappi Enstra’s Bleach Plant 53
Figure 23 - Project Management Process Flow Diagram 56
Figure 24 - AMPLATS Control Model 73
Figure 25 - Cost of Errors vs. Project Phase 94
VI
List of Tables
Page
Table 1- Typical operating data ranges for one stage oxygen delignification 6
of softwood kraft pulp
Table 2 - Descriptive Statistics of Main Variables at stable production rate 17
Table 3 - Data Correlation matrix at stable production rate 21
Table 4 - Estimated Savings of APC on Oxygen Stage 49
Table 5- Project Execution Summary 83
Table 6 - Descriptive Statistics of Main Variables at variable production rate 99
Table 7 – APC Cost Benefits Calculation 100
VII
1 Introduction
This case study is based on the oxygen delignification stage at Sappi Enstra. The
reason this stage was chosen as a case study was because it formed part of an
advanced process control (APC) project in 2004-2005 and a number of problems were
encountered during this project. It is hoped that valuable lessons will be learned from
these mistakes.
The main aims of this control study were to:
• Identify potential control improvements on the base layer control and advanced
control;
• Assess the project procedure that was used to implement the advanced control on
the oxygen stage;
• Make recommendations for improvements to control project procedure.
This was achieved through the following:
• Recommending a base layer and advanced control strategy based on an in depth

literature study and data analysis.
• Comparing the procedures used on this project to Sappi capital project
procedures and procedures used at other companies and to recommended
control project procedures outlined in the course notes.
• Stumbling blocks were identified and suggestions were made on how to avoid
future errors.
1.1. Basic Description of Oxygen Delignification at Sappi Enstra
Sappi Enstra utilises a high consistency delignification process in the first stage in
the bleach plant. This stage is used to reduce the kappa (measure of lignin in the
pulp) from ±17 after the batch digesters to a kappa of ±5 exiting the oxygen stage.
1
The basic flow sheet can be seen in the figure 1 below.
Figure 1: Basic Flow of Oxygen Delignification Stage at Sappi Enstra
The pulp from Enstra’s seven batch digesters is washed and then sent via storage
chests to the oxygen stage. Unbleached pulp from Sappi Ngodwana is blended
with the unbleached pulp produced by Enstra before entering the oxygen
delignification stage. The control prior to the optimisation of the control on this
stage is described in what follows.
The flow and consistency of the pulp was regulated to the oxygen stage based on
production requirements by the operator. The oxygen stage consists of a reactor
with 6 rotating trays with 12 fixed segments on each tray. The tray has an
opening the size of one segment to allow pulp to fall through to the next tray after
it has rotated through 11 segments (see figure 2 for graphical representation).
The operators, according to production rate and quality requirements, could adjust
the speed of rotation of the trays manually.
On entering the oxygen stage, the pulp was fluffed in a fluffer to expose as much
surface area of the fiber to the oxygen as possible. Caustic soda was added to
the pulp to assist in the delignification reaction, as was magnesium oxide to
protect the carbohydrates from decomposition. The magnesium oxide was added
at a fixed flow and the caustic dosage was adjusted manually based on product
quality and outgoing pH. The pressure differential over the reactor fluffer was
controlled using a PI controller by adjusting the main steam to the fluffer.
2
Figure 2: Oxygen Reactor [6]
Oxygen was added using a PI controller to the reactor based on the pressure
inside the reactor. The temperature of the reactor dome was controlled with high-
pressure steam by making use of a PI controller. The level of the first tray was
monitored to ensure that the tray was not overfilled and the retention time was
adjusted manually based on this level.
Dilution was added at the bottom of the reactor, this was adjusted manually. The
pulp leaving the reactor was released into the blow tank using a PI controller
according to the level in the dilution zone of the reactor.
The laboratory measured the kappa (two hourly) and strength (daily) of the pulp
leaving the digesters. The laboratory also measured the brightness (hourly) and
the strength (daily) of the pulp leaving the oxygen stage. These were key
parameters in ensuring the final pulp quality was within specification.
1.2. Importance of Oxygen Delignification to Sappi Enstra
This stage is essential in obtaining the correct quality pulp at Enstra. Upsets on
the oxygen stage carry through the entire bleach plant and the paper machines.
Sappi Enstra sees significant savings of producing its own fully bleached pulp vs.
3
buying in fully bleached hardwood pulp. At times in house pulp is ±40% cheaper
than externally produced pulp.
The quality of the semi-bleached pulp exiting the oxygen stage affects the final
pulp quality. This affects the amount of high cost optical brightening agents (OBA)
used in the paper making process. A unit drop in pulp brightness can increase the
consumption of OBA by ±20%.
The pulp strength qualities are affected in the oxygen stage, more so than any
other bleaching stage, and these are important in making good quality paper.
Thus optimising the oxygen stage in order to obtain optimum delignification with
minimal pulp degradation is important to producing good quality paper.
Enstra is an integrated pulp and paper mill, thus the market is stable because an
internal customer uses the pulp.
1.3. Literature Survey
Lignin is the main contributor to pulp colour. In chemical pulp, it has the highest
light absorption coefficient of all the fibre components. This residual lignin has to
be removed or its light absorption coefficient needs to be reduced in bleaching. In
the pulping process, the carbohydrate losses increase considerably near the end
of cooking, so there is a practical limit as to how far delignification can be
continued without a serious loss in pulp yield. More selective delignification
methods, preferably without negative environmental consequences, have to be
used to reduce the lignin content of pulp before bleaching. One such method is
alkaline oxygen delignification.
• The Basic Process
There are two types of oxygen delignification systems: a high-consistency

(HC) system and a medium-consistency (MC) system.
4
Figure 3: Medium consistency oxygen delignification process flow sheet [6].
For medium consistency oxygen delignification, cooked and screened pulp is

pumped through mixers, where alkali, oxygen, and steam are dispersed
under pressure into a medium-consistency suspension (10%-14%). Pulp
passes through an up-flow reactor and is discharged from the top to a blow
tank from which gases are separated out and the pulp is pumped to a set of
washers for the recovery of spent liquor.
Figure 4: High consistency oxygen delignification process flow sheet [6].
For high consistency oxygen delignification, the basic process is very similar
to medium consistency oxygen delignification. The idea to high consistency
5
delignification is to get better contact between fluffed high-consistency fiber
flocs and the gas. This requires the use of thickening devices, fluffers, and a
down flow reactor with a free gas atmosphere. In the high consistency
process, a magnesium compound (usually magnesium sulfate) is also added
to minimize the degradation of pulp.
Typical operating conditions of oxygen delignification are given in table below:
Medium High
Consistency Consistency
Consistency 10 – 14 25 - 30
Retention Time (min) 50 – 60 30
Initial Temperature (ºC) 85 – 105 100 – 115
Inlet Pressure (kPa) 700 – 800 400 – 600
Outlet Pressure (kPa) 450 – 550 400 – 600
Delignification (%) 40 – 50 45 – 55
Low Pressure Steam Consumption (kg/t) 40 – 100 30 – 50
Medium Pressure Steam Consumption 40 – 150 70 – 150
(kg/t) 35 – 45 40 – 50
Power to System (kWh/t) 18 – 28 18 – 25
Alkali Consumption (kg/t) 20 - 24 15 - 24
Oxygen Consumption (kg/t)
Table 1: Typical operating data ranges for one stage oxygen delignification of
softwood kraft pulp [2].
A medium-consistency system typically makes use of longer reaction times

(because it is operated at lower temperatures) and operating pressures are
somewhat higher than high-consistency systems (to enhance oxygen
dissolution). Medium-consistency reactors also need more steam (due to the
larger liquid volumes to be heated) and may not quite reach the same level of
delignification as high consistency systems.
Medium consistency reactors provide a large volume of liquid (compared to

high-consistency systems) into which oxygen dissolves, thus the dispersion
of gas into the reaction mixture is important. The basic difference between
medium and high consistency systems is the way in which gas-to-liquid mass
6
transfer takes place. For medium consistency oxygen delignification efficient
mixing of all components is essential because it will only be successful if a
stable gas-liquid-solid dispersion is formed. The high-consistency process is
based on the principle of a free gas atmosphere surrounding fluffed pulp flocs
or aggregates. This provides a large contact area between gas and the
relatively small volume of liquid is present (40% of that in medium-
consistency reactors).
• The Basic Chemistry of Oxygen Delignification [2]
Oxygen in alkaline medium reacts through complex radical chain reactions

with both lignin and carbohydrates. Oxygen is reduced to water in reactions
with the organic components, while the organic components are oxidized.
Three distinct reaction steps have been identified:
o Initiation
• •
RO − + O2 → RO + O 2− (1)
• •
RH + O 2 → R + HO 2 (2)
o Propagation
• •
R + O 2 → RO 2 (3)
• •
RO 2 + RH → RO 2 H + R (4)
o Termination
• •
RO +R → ROR (5)
In its normal state, oxygen is a weak oxidizing agent, and is thus ineffective
in delignification. By increasing the temperature and by adding a reactive
substrate it can become a very effective oxidizing agent.
The increase in temperature and addition of a reactive substrate will result

in the formation of a super oxide anion and a phenoxy radical (1). It is also
possible that a hydrogen atom is abstracted from an un-ionized phenolic
group to give the corresponding organic radical (2). The chain reaction is
propagated by reactions between oxygen and the organic radical to form a
peroxy radical, which in turn may abstract a hydrogen atom to generate a
7
new organic radical (3 and 4). Finally, in the termination step, the chain
reaction is terminated by coupling the phenoxy radical with an organic
radical (5).
It is also very important to manage transition metals (such as, manganese,

copper and iron) in the reactive substrate. Transition metals and certain
organic compounds originated from pulping may initiate carbohydrate
degradation. The detrimental effects of transition metals can be reduced by
removing them by acid pretreatment or by adding compounds, which
protect carbohydrates from decomposition. The magnesium ion is one such
protector. It is added to the process as magnesium sulfate in small
quantities (0.05%-0.1% as Mg on pulp). It is believed to precipitate as
hydroxide, which absorbs other metal ions or forms complexes with them,
making them unavailable to catalyze peroxide decomposition. The
effectiveness of magnesium addition is demonstrated in the following figure:
Figure 5: Effect of magnesium ion on selectivity [2].
In the above figure the intrinsic viscosity is a function of the pulp degradation.
The smaller the intrinsic viscosity, the higher the degradation of pulp.
• Reaction Kinetics [2]
Several models have been proposed for oxygen delignification. In all these
models the rate of delignification depends on the concentration of oxygen in
the liquid phase and the pH. The general expression is as follows:
8
[ ] [O ]
− Ea
dK β
K iα
x
− = k i e RT OH − 2 (i)
dt
where: Ki = kappa number
t = time
k = rate constant (5x1010)
R = gas constant
T = temperature
x, α, β = constants
The following equation as been derived for carbohydrate degradation and

polysaccharide cleavage:
[ ] [O ]
dm n − Ea
β
m αn
x
− = k i e RT OH − 2 (ii)
dt
where: mn = number of average moles of cellulose per mg of pulp
t = time
k = rate constant (5x1010)
R = gas constant
T = temperature
x, α, β = constants
By combining the above two models, the following selectivity model for
alkaline oxygen delignification can be obtained:
−
dK
dm n
−10
= 10e RT OH − [ ] 0.9
[O2 ]0.9 K1 + 10 −6 e
36
RT [OH ]
− −0.01
[O2 ]−0.1 K 2 (iii)
where: K1 = kappa number in initial delignification

K2 = kappa number in final delignification
R = gas constant
T = temperature
• Process Variables
o Time and temperature
At fixed alkali concentration, oxygen delignification occurs in two phases,

a rapid initial stage (were the kappa drop is quick), and a slower second
9
phase (were the kappa drop is slow). Both these stage represent a first
order rate processes. This is interpreted as being caused by the
presence of two types of lignin that differ in ease of removal.
Figure 6: Effect of temperature on oxygen delignification [2].
Due to the first order nature of the delignification process, the kappa
number will keep dropping if enough alkali is available. This is however
is in contrast to the observation that the process appears to stop when a
limiting kappa number is reached (this behaviour results when the alkali
charge is exhausted). The above figure (figure 4) also shows that
delignification is considerably accelerated by temperature increases (the
point of alkali exhaustion is reached much more rapidly at 130°C than
85°C).
As stated previously, the parallel between delignification and

carbohydrate degradation rates leads to a good correlation between
viscosity and kappa number. This relationship tends to be moderately
independent of process variables although the effectiveness of
magnesium addition does suffer if the temperature is increased beyond
about 120°C or if all the alkali is consumed.
10
o Alkali Charge
Increasing the alkali charge will result in lower kappa numbers and faster
initial delignification, but also reduced pulp viscosity (meaning an
increase in cellulose degradation).
Figure 7: Effect of time, alkali charge and consistency related concentration on

kappa number in oxygen delignification of softwood kraft pulp [2].
Figure 8: Effect of time, alkali charge and consistency related concentration on

pulp viscosity in oxygen delignification of softwood kraft pulp [2].
o Oxygen Pressure
Oxygen pressure sets the dissolved oxygen concentration in the liquid

phase, so it is important that the oxygen pressure is high enough.
Beyond a minimum value of about 4 atm., the effect of oxygen pressure
11
is generally small in comparison to the effects of alkali charge and
temperature. For economic reasons, alkali is normally present in limited
amounts. In the absence of an excess of alkali, increases in oxygen
pressure have relatively little effect.
o Consistency
The effect of consistency is surprisingly small, even though mass

transfer conditions between high and medium-consistency are different.
The data in previous two figures (figure 5 and 6) show a marginally faster
transfer in high-consistency systems.
o Advanced Control for Oxygen Delignification
Control of the oxygen stage is non-trivial because of the complex

interactions and non-linear nature of the reaction kinetics (Kubulnieks,
Lundqvist and Sandstrom, 1989). The dead time on the oxygen stage is
significant and can vary which adds to the difficulties of control (DeWitt,
Ulinder and Wang, 1991). Figure 9 shows a vector representation of the
interactions of the main process variables. This vector representation
assists in understanding the process.
Residual
Alkali
Alkali
Charge
Kappa
In
Temperature
and Time
Kappa
Out
Figure 9: Interaction of manipulated, disturbance and controlled variables for

High Consistency Oxygen Delignification [5].
12
Kubulnieks et al (1989) considered the main disturbances to be: the
entering kappa; the production rate; the alkali strength and the HC
reactor level. The alkali strength can be controlled using density control.
The soda charge can make use of an inferential strength based on the
soda density.
The HC reactor level is affected by the production rate and the retention
time. This can become a major disturbance if the control philosophy is to
run higher retention times at lower productions, because of the extra
capacity available and vice versa. The control of this level is associated
with production rate and related changes in retention time.
Soliman et al (2004) consider the main disturbances to be the production

rate and the entering kappa. Kubulnieks et al (1989) and Soliman et al
(2004), considered the manipulated variables to be: the alkali charge and
the temperature.
Figure 9 shows that the kappa exiting the oxygen stage is affected by
time, temperature and the alkali charge. It shows that as the alkali
charge is increased the residual alkali also increases, which affects
downstream processes and run ability. However if the temperature or
time is increased at the same time as the alkali charge the residual alkali
will remain constant. Thus a coordinated control of changing alkali
charge and temperature or time would be ideal. There are however
constraints on time and temperature due to the design of the high
consistency oxygen stage.
Kubulnieks et al (1989) suggest a control strategy based on frequent

online kappa sample measurements of pulp entering and exiting the
reactor. The inlet kappa should be used in a feed forward dominant
control manipulating the alkali charge to the reactor. The exiting online
kappa should then be used as feed back correction to this feed forward
controller. The results of implementing this control strategy proved
effective as the standard deviation in the exiting kappa was reduced by
50% from 2 to less than 1 (Kubulnieks et al, 1989). This controller did not
take the non-linear reaction kinetics into account.
13
DeWitt et al (1991) recommended a non-linear adaptive dead time
compensating controller, which is based on kinetic model taking the
production rate, the pH, the temperature, the oxygen charge, the alkali
charge and the chemical consumptions into account. The suggested
control strategy was to adjust the alkali until it was constrained and then
adjust the temperature to stabilise the process. DeWitt et al (1991)
simulated results, which decreased the standard deviation by 3 or 4
times.
14
2 Outline of Control Problem
The oxygen stage at Sappi Enstra did not stabilize the incoming kappa
fluctuations. The brightness aim (measure of quality out of the stage) was 60 but
as can be seen in figure 10, varied from ± 50 to over 65. The more stable the
outgoing pulp quality, the easier the downstream bleaching will become and the
final pulp quality will be significantly more stable. This leads to savings in the
bleach plant and on high cost chemicals on the paper machines, which makes this
a worthwhile control problem to investigate.
65
60
Brightness
55
50
45
1 -3 1 2 -1 2 -2 2 -3 2 -4 2 -5 2 -6 2 -7 2 -8 2 -9 2 -1 0
D ay
Figure 10: Brightness after Oxygen Stage
There are a number of reasons that make controllability of this delignification

stage relatively complex. A few of these difficulties are the large dead time over
the stage, the difficulty associated with measuring certain variables and the
amount of noise in the process and the fluctuations in incoming unbleached pulp.
The base layer control was largely PI controllers and open loop prior to 2004. The
aim of the control project was to stabilise the pulp quality exiting the oxygen stage,
which would allow Enstra to run slightly higher delignification. This would have a
number of benefits to Enstra namely: decreased production costs; improved
product quality and less negative environmental impact (Kubulnieks et al, 1989).
15
3 Base Layer Control
3.1. Oxygen Stage Data Analysis
• General Approach to Data Analysis
Data analysis was performed on the oxygen stage at Sappi Enstra to check
for relationships between the various process variables and to get an idea of
current process conditions and variability in the process. This data analysis
can be used in conjunction with the literature search to identify or confirm
which are the manipulated variables, the controlled variables and the
disturbance variables. The general approach followed was that of
multivariate statistical process analysis.
The frequency of data intervals was important. This was chosen at 10

minutes because the dead time on the stage varies between 30 minutes to
about a few hours for certain variables. Thus it was felt that intervals of 10
minutes should contain relevant process information for initial analysis
purposes. Process data over four months was extracted for the analysis.
Only steady state information was used thus start up and shut down periods
where excluded from the data. Then known dead times and delays were
used to shift the data so that the timing of the data should correlate better,
which improves the analysis.
This refined data set was used for analysis and some of this information was
useful, however it was found that an interval contained false readings for
brightness and kappa. This was ascertained through a graphical check on
the variables plotted against time. This graphical check revealed that there
were many production fluctuations in this period, which would affect analysis,
as this would affect the delays between the variables. Thus a period where
the production remained almost constant for a period of two weeks was
extracted for data analysis. The data set where production fluctuated was
also considered, in order to identify the disturbances that resulted from
production changes.
16
• Basic Descriptive Statistics
The mean, standard deviation, minimum and maximum were calculated for
many of the oxygen stage variables. Only the results of the main process
variables at stable production are presented in Table 3. These values are
compared to typical process parameters presented in the literature section of
this report.
Summary of steady state conditions at Sappi Enstra

Units Average Stdev Min Max Typical HC O2 Typical MC O2
Production rate kg/min 234.0 8.3 151.6 260.1
Entering Consistency % 23.4 2.4 18.6 29.7 25-30 10-14
Retention Time min 52.9 1.6 49.8 79.4 30.0 50-60
Entering Temp °C 75.0 0.5 69.9 82.6
InitialTemp °C 117.8 2.8 93.7 123.6 100-115 85-105
Final Temp °C 127.9 2.9 100.0 134.4
Pressure kPa 829 14 458 882 400-600 700-800
Low Pressure steam kg/ton 35 30-50 40-100
High pressure steam kg/ton 394.2 * not measured estimated from mass & energy balance 70-150 40-150
Alakli Consumption kg/ton 36 3 26 40 18-25 18-28
Oxygen Consumption kg/ton 25 *not measured based on monthly usage 15-24 20-24
Kappa in kappa 18.2 1.7 14.7 22.3
HC Kappa in kappa 17.7 1.4 14.1 21.9
Brightness out % ISO 60.6 1.8 53.2 65.1
Delignification % 70.0 *not measued estimated from special lab exiting kappa 45-55 40-50
pH entering washer 9.02 0.25 8.39 10.35
Pulp degradation % 29 4 20 33
Notes: Initial Temp taken as first tray temperature
Final Temp taken as fifth tray temperature
pH entering washer after oxygen delignification
Kappa in based on kappa from pulp plant, more frequent samples than HC kappa
HC kappa includes pulp that is bled into the bleach plant from Ngodwana
Table 2: Descriptive Statistics of Main Variables at Stable Production Rate
Table 3 shows that production rate did vary, but is three times more stable
than the less stable production data used to prepare Appendix I, which had a
standard deviation of 24.5 kg/min. The entering consistency varied quite a bit
from 18.6% to nearly 30%, with a standard deviation of 2.4%. The average
entering consistency is slightly below the typical range of a high consistency
oxygen stage.
The retention time is much longer (22 minutes on average) than a typical high
consistency oxygen stage and closer to the residence time of a medium
consistency oxygen delignification stage. The standard deviation indicates
that the retention time was not varied a great deal during the period under
consideration. This is typical, as the operators tend to change the soda
charge before increasing the retention time, because of low brightness.
17
The entering temperature was almost constant, which was expected,
because it is not used as a manipulated variable at Enstra. This is not the
case with the dome temperature and the 5th tray temperature. The range on
the dome is high, which were suspected to be caused by variations in
production. The initial temperature is just above the maximum of a typical
oxygen stage. The steam consumption appears excessively high. This value
is not measured but was estimated using a mass and energy balance. The
dome temperature runs much higher than the first tray temperature at about
145°C, which may explain the high steam usage. It may be worthwhile
installing a flow meter on the high-pressure steam used for temperature
control in the reactor to monitor and possibly optimise this steam usage.
The pressure at Enstra is similar to the initial pressure in a medium

consistency oxygen stage, and significantly higher than a typical high
consistency oxygen stage. The oxygen consumption is a little higher than
that typically used and does vary from month to month. Measuring the
oxygen addition and the oxygen concentration in the reactor will optimize
oxygen consumption. Currently the oxygen is only added based on the
pressure inside the reactor and the reactor purge is manually controlled.
The alkali consumption is significantly higher than typical oxygen stages, but
is believed to be so because of extremely poor washing of the unbleached
pulp in the pulp plant. This is expected because a high black liquor carryover
causes a drop in delignification, which can be largely overcome by increasing
the soda charge to the oxygen stage (Miller et al, 1991).
The kappa from the pulp plant has a significant standard deviation of about
1.7. The range also shows that the kappa varied from 14.7 to 22.3. The
brightness exiting the oxygen stage has a slightly higher standard deviation
than the kappa at 1.8 and the aim of this project was to decrease this
standard deviation. The range of the brightness is large at about 12
brightness points. It should be noted that the standard deviation of the kappa
is not directly comparable to that of the brightness, because one kappa unit
can relate to about four brightness points. This is significant, because most
mills use exiting kappa number to control the oxygen stage, not the exiting
18
brightness. Control based on the exiting kappa has advantages and will be
discussed in more detail under the base layer control.
It is interesting to note that the delignification obtained in this oxygen stage is

about 15% higher than that in a typical oxygen stage, which makes it unique.
The extra delignification is largely influenced by the longer retention time and
higher temperature run at Enstra.
The pH measured in the first washer after the oxygen stage, varies slightly
although the range indicates at times the change is significant, especially
considering that the pH measured is not on the steep portion of the pH curve.
The pulp degradation does vary with a standard deviation of 4%. Perhaps
this could be improved by using a more direct inferential between final
brightness and pulp degradation.
• Data Analysis of Many Oxygen Stage Variables – Correlation
The initial approach that was followed was to look at most of the process
variables measured on the oxygen stage. The data was scaled using the
mean centred scaling, taking the mean and standard deviation into account.
A correlation matrix was drawn up and the result at stable production rate is
shown in Table 4. The correlation matrix obtained at various production rates
is shown in Appendix I.
o Discussion of Correlation Matrix (Table 4)
In general the correlations were not high and varying time delays
probably contribute to this. Nevertheless the correlation data is useful in
understanding the oxygen delignification process at Sappi Enstra and is
discussed in what follows.
There are a number of interesting relationships with regards to the

brightness noted from Table 4 (very stable production) and Appendix I
(varying production). They are as follows:
~ The correlation between the inline brightness and the laboratory

brightness is 0.54, which is on the low side. However there is also a
19
significant correlation between the pH measured at the same point
as the inline brightness and the inline brightness (0.55). This may
be affecting the inline brightness and could possibly be used as an
inferential to get the inline brightness closer to the lab value. The
lab values could be used to auto-correct the inline brightness
sensor.
~ The low correlation between the inline and laboratory kappa of 0.25
- 0.3 is concerning. The dead time between the variables is difficult
to offset with varying dead times and infrequent laboratory
measurements. Aside from this the inline kappa should probably be
recalibrated and auto-correction could be made based on the lab
values. This will not be as easy as the inline brightness, because
kappa samples are much less frequent (4 hourly) vs. the brightness
samples (hourly).
~ There is a low correlation of -0.06 between the inline brightness and
the inline kappa. The correlation is higher between the inline
brightness and the laboratory kappa at -0.21. This is correct
because the higher the kappa the lower the brightness. This
indicates as expected that the kappa is a disturbance variable on
the oxygen stage
~ There is a slight correlation between fibre degradation and
brightness at 0.15. This is expected, as higher brightness pulp will
tend to have lower strength properties. This is an important
relationship, because one can control fibre degradation based on an
inferential between brightness and degradation. The plant personnel
are aware that they cannot run too high brightness because this
affects the pulp strength qualities adversely.
~ The data used for generating the correlation matrix presented in
Table 4 was taken at a stable production rate, and hence there is
little correlation to the production rate. There was an indication at
varying productions in Appendix I that increased production would
result in a decrease in brightness (-0.14). This indicates that
production rate is a disturbance variable.
~ The relationship between the retention time and the brightness
shows that the brightness increases slightly (0.07) with increasing
retention time. This was expected; as the longer the pulp has to
react in the reactor the more delignification will take place.
20
Table 3: Correlation matrix of 39 process variables at stable production rate
21
~ Brightness increased with increasing tray temperature, but
decreased with increasing dome temperature, when varying
production rate was taken into account (see Appendix I). This is
due to the fact that the higher the production, the higher the dome
temperature and the lower the tray temperatures. This is because
there is more pulp in the reactor to heat up and the steam is added
in the dome. This is an important observation because the pulp is
pre-heated before the reactor and in order to counteract the above-
mentioned problem, the pre-heated pulp temperature could be
linked to production to ensure that the dome temperature remains
more constant and the reaction efficiency remains the same at
different production rates.
~ The brightness increased with increasing 5th tray temperature by
0.23. Thus the temperature could be manipulated to adjust the
brightness.
~ A factor not considered in the steady state operation of the oxygen
stage which may lead to significant benefits, is increasing the warm
up time of the reactor by running the pre-heated pulp temperatures
as high as possible on start up.
~ The consistency entering the reactor appears to have little effect on
the brightness, which was unexpected (-0.10). It was expected that
the brightness would be higher at higher consistencies, but as the
literature study shows the effect of consistency is small on the
delignification.
~ The soda charge is related to the brightness by a positive correlation
factor of 0.21. This indicates that soda may be used as a
manipulated variable to control the brightness. It should be noted
that at varying productions (see Appendix I) this relationship was not
the same, it was actually inverted, which means that the plant is
highly sensitive to production rate changes and thus the production
should be kept as constant as possible.
~ The initial temperature correlated to the brightness by 0.04, which
indicates that higher incoming temperature increases brightness
slightly. The correlation is low, but this is expected because the
incoming temperature is almost constant. As mentioned earlier this
temperature may be controlled in relation to production rate to
improve control.
22
~ The reactor pressure, which is linked to the oxygen supply to the
reactor, appeared to have little influence -0.06 on the brightness.
This was expected and indicates that at the pressures in the reactor,
the oxygen is not a limiting factor.
Other interesting relationships found in the correlation matrices are as

follows:
~ Table 4 shows no correlations for MgO. This is because the MgO

charge was not varied during this time. Appendix I show the MgO
dosage was linked to the fibre degradation by -0.21. This may be
important as MgO charge may be manipulated to decrease fibre
degradation, although it is thought that at the MgO charges run on
the oxygen stage, MgO is normally in excess. Thus this relationship
would have to be checked.
~ The outgoing pH was strongly correlated to the soda charge at 0.48.
This correlation should improve if a logarithmic model is used. This
may be useful for control, as plant personnel use the pH as a control
variable, although it is not as important as the brightness.
~ The soda correlated well to the conductivity in the oxygen liquor and
the TDS. This was expected because higher soda charges will be
added to pulp with higher TDS, the higher soda charge would
probably also relate to more delignification in the oxygen reactor
which would also increase the TDS.
~ The correlations at various production rates in Appendix I showed
that the soda is typically increased when the tray temperatures are
lower, which may be useful information from a control perspective.
Operators will increase the soda charge because of low brightness,
which may have resulted from lower tray temperatures.
~ Table 4 shows that the incoming lab kappa is linked to the soda
charge by about 0.27. This is only because the operators alter the
soda charge based on the high incoming kappa and low brightness.
This is an important relationship as the incoming kappa could be
used as a feed forward signal to the soda charge. The link between
the soda and the outgoing pH and or brightness could be used to
check that the soda is not over dosed.
23
~ There is strong influence of retention time at 0.49 and 1st tray
temperature at 0.50 on the outgoing pH, which indicates strong
interaction between these variables. Thus the control philosophy
should take this into account. In fact the soda charge should not be
increased on its own, the retention time or temperature should be
increased to allow the extra soda to react with the additional lignin in
the higher kappa pulp, and then the pH should remain fairly
constant.
~ The retention time is increased with increasing lab kappa 0.34,
which indicates that the operators increase the retention time at
higher kappa. This indicates that retention time can be used as a
manipulated variable.
~ The retention time is correlated to the pressure inside the reactor
0.3, which means that as retention time increases the pressure
increases. This is useful and if anything the higher pressure will
assist delignification, although one does not want the pressure
running away and it may be possible to link an increase in retention
time to the pressure control loop. Although this will have to be
discussed with operations.
~ The temperatures inside the reactor are all well correlated, as one
would expect. The temperatures are not affected to a large degree
by the oxygen, but the relationship may be significant at 0.1 – 0.15.
The oxygen is used to control the reactor pressure and will cause
cooling in the reactor, although the reaction is exothermic and hence
the 5th tray is hotter than the 1st two trays. The open loop
th
temperature control is based on the 5 tray temperature, but
st
perhaps this could be modified to the 1 tray because this will
shorten the dead time and may improve control.
~ The correlation matrices in Table 4 and Appendix I are quite
different. The correlations obtained at a steady production rate are
much higher than those obtained over a period where production
rate was varied. This indicates that production variations have a
strong influence on the process. This makes sense, as the delays
would change, and this will affect the control philosophy adopted. If
model predictive control is used, it should ideally be adaptive and
take these varying delays into account. Step tests will be useless if
production is not held constant, as responses will be affected by
24
varying production rate. This is useful information for the control
engineer.
o Discussion of Cluster Tree (Figure 9)
The cluster tree in Figure 9 contains five main groups. The first group on
the left hand side contains variables that are closely linked to production
rate. This was expected for most of these variables, the exceptions
being the oxygen reactor pressure and the pH after the oxygen washing
(MC pH).
Tree Diagram for 39 Variables

Unw eighted pair-group average
Euclidean distances
60
55
50
Linkage Distance
45
40
35
30
25
20
5th Tray temp
2nd Tray temp
1st Tray temp
Dome temp
Top Gamma
HD Speed
Bottom Gamma
Production Rate
LP steam/Prod
LP Mixer temp
HC Kappa
Degrd
EHD Dil Cond

O2 Soda
HRW temp
Gland steam/ Prod
Gland DP
PP kappa
Retention
IN_KAPPA
PP TDS
Blow Tank Lvl
#2 O2 Baro Lvl
O2RxrPress
Dilution Zone F
MC pH
Lab Brightness
OUT_BRIGHT
No.2 O2 Filt cons
Gland Press
Main Steam Press
Soda Dens
HC cons
Pre O2 WW
HC pH
Pre O2 pH
OUT_PH
O2 Filt WW
HC Bleed-out
Figure 9 Main Cluster Tree of 39 process variables
The next group is dominated by the temperature measurements inside

the reactor. These are all closely correlated as mentioned in the
discussion of the correlation matrix. At the other end of this group is the
brightness exiting the oxygen filters. The temperatures in the reactor
and the brightness are linked via the pre oxygen washer wash water flow
and the final post oxygen washer cake consistency. The latter is
understandable because the higher the consistency the better the
removal of the lignin in the washers after the oxygen stage. The link to
the pre oxygen wash water flow was expected because cleaner pulp will
delignify more readily. This link to the pre oxygen washer wash water
25
may be further investigated, and the wash water increased when low
brightness is experienced.
The third group is rather small with two variables that are not closely
linked. The fourth group contains steam pressures and steam flows that
would be closely related. The final group contains a branch of kappa
measurements, which are relatively closely related as expected. The
retention time of the reactor and the exiting pH are closely related to the
kappa. The exiting pH would be linked through the higher soda charge,
which is used to compensate for higher kappa. One may have expected
the soda charge to be more closely linked to the exiting pH. The oxygen
stage wash water is closely related to the pH, TDS and conductivity.
This is expected as the more wash water is used the more diluted the
oxygen liquor will become. It is interesting to note that the pulp
degradation is found in this group and it indicates that the kappa, soda
and retention time are closely linked to the pulp degradation. This
makes sense as the higher the kappa, the more aggressive the
delignification, i.e. the higher the retention time and the soda charge,
which would lead to higher fibre degradation.
• Data Analysis of main Process Variables – Cluster and PCA
There are many variables in used in the initial data analysis. Thus a number
of correlated variables were eliminated based on experience, literature and
the previous data analysis. Various cluster trees were checked while refining
the number of variables used for further analysis.
A cluster plot using single linkage amalgamation and Euclidean distances is

displayed in Figure 10.
26
Tree Diagram for 10 Variables
Single Linkage
Euclidean distances
56
54
52
50
Linkage Distance
48
46
44
42
40
38
LP Mixer temp O2RxrPress OUT_BRIGHT Degrd OUT_PH
HC cons 5th Tray temp IN_KAPPA Retention O2 Soda
Figure 10: Cluster Tree of 10 process variables
Figure 10 shows the close relationship between the soda charge, exiting pH
and the retention time. These are then linked via the incoming kappa and
pulp degradation to the oxygen stage brightness and the 5th tray temperature.
The reactor pressure, entering consistency and temperature are then linked
to the brightness. This indicates that the final brightness and the degradation
should be controlled using the temperature, the retention time and soda
charge. The exiting pH could be used as a check on control. The incoming
kappa would be the main disturbance variable in the above cluster. It should
be noted that the production rate was omitted from the above analysis
because this analysis was performed on data at a stable production rate.
The variables presented in Figure 10 were used for the PCA (principle
component analysis).
The screen plot (plot of the eigen values used in PCA analysis) is shown in
Figure 11. These Eigen values indicate the amount of variation explained in
each PCA projection. Thus a plot using the first two Eigen values would in
this case explain 21.89%+14.34% = 36.23% variation in the oxygen stage
variables. Thus the higher the first eigen values the better from an
interpretation perspective, as less projections need to be considered to
explain the overall process variation.
27
Eigenvalues of correlation matrix
Active variables only
2.4
21.89%
2.2
2.0
1.8
1.6
14.34%
1.4 12.81%
Eigenvalue 1.2 11.08%

9.82%
1.0
8.68%
0.8 7.31%
6.23%
0.6 5.19%
0.4
2.66%
0.2
0.0
-1 0 1 2 3 4 5 6 7 8 9 10 11 12
Eigenvalue number
Figure 11: Screen plot showing the variation explained by each principle component
Figure 12 show that variables in the vertical direction will explain variance in
the brightness. Note that the length of the projected variable also indicates
the amount of influence it has in this projection plane, thus in this projection
brightness is one of the major factors. The variable most affecting the
th
brightness is as expected, the 5 tray temperature. The other variables
aligned with the brightness are the reactor pressure and the entering
consistency to a lesser degree. Figure 12 explains about 35% of the
variation in the data.
Projection of the variables on the factor-plane ( 1 x 2)
1.0
0.5 O2RxrPress
HC cons OUT_PH
Factor 2 : 14.34%
IN_KAPPA
0.0
LP Mixer temp O2 Soda
Degrd
Retention
-0.5
5th Tray temp
OUT_BRIGHT
-1.0
-1.0 -0.5 0.0 0.5 1.0

Active
Factor 1 : 21.89%
Figure 12: PCA projected contribution of variables in 1x2 factor plane
28
Figure 13 shows that the projected data is clustered along the horizontal axis.
Thus the major variations in the data are probably due to kappa variations,
soda charge and the retention time. This makes sense; although it is
interesting that there is not more movement in the direction of the brightness.
There are some data points in the top right quadrant, which may be caused
by variations in exiting pH or incoming kappa. Next the first and the third
principle component projections are considered.
Projection of the cases on the factor-plane ( 1 x 2)

Cases w ith sum of cosine square >= 0.00
20
15
10
5
Factor 2: 14.34%
-5
-10
-15
-20
-25
-8 -6 -4 -2 0 2 4 6 8 10
Active
Factor 1: 21.89%
Figure 13: PCA Projection of Variables in 1x2 plane
Figure 14 show that the reactor pressure plays a role in affecting the
brightness. However the brightness is not a significant factor in this plot and
therefore this plot is not as valuable as the plot of the first two principle
components. The points in Figure 15 that lie away from the horizontal axis
are probably due to large variation in retention time. The data is distributed
along the horizontal axis and the main contributors are the soda and the
exiting pH.
29
1.0
O2RxrPress
0.5
O2 Soda
OUT_BRIGHT
Degrd
Factor 3 : 12.81%
5th Tray temp
0.0 OUT_PH
LP Mixer temp IN_KAPPA
HC cons
-0.5 Retention
-1.0
-1.0 -0.5 0.0 0.5 1.0

Active
Factor 1 : 21.89%

15
10
0
Factor 3: 12.81%
-5
-10
-15
-20
-25
-30
-35
-8 -6 -4 -2 0 2 4 6 8 10
Active
Factor 1: 21.89%
Figure15: PCA Projection of Variables in 1x3 plane
Figure 16 shows again that the 5th tray temperature plays a role in affecting the
brightness. The brightness is a significant factor in this plot and therefore this plot is
more valuable than figure 14 and figure 15. The fact that the degradation and the
soda charge are partially aligned to the brightness is an important relationship. The
reactor pressure and the retention time projection are nearly perpendicular to the
brightness, meaning that in this projection the pressure and retention time’s
influence on the brightness is minimal.
30
1.0
O2RxrPress
0.5
O2 Soda
OUT_BRIGHT
Degrd
Factor 3 : 12.81%
5th Tray temp
0.0 OUT_PH
LP Mixer IN_KAPPA
temp
HC cons
-0.5 Retention
-1.0
-1.0 -0.5 0.0 0.5 1.0

Active
Factor 2 : 14.34%
The projection of the data points, shown in figure 17 is distributed along the
horizontal axis. The points projected towards the right of the plot indicate different
brightness and or different temperature.

15
10
0
Factor 3: 12.81%
-5
-10
-15
-20
-25
-30
-35
-25 -20 -15 -10 -5 0 5 10 15 20
Active
Factor 2: 14.34%
Figure 17: PCA Projection of Variables in 2x3 plane
• Conclusions from Data Analysis
This data analysis took a significant amount of time. The most part was
spent on setting up the correct data set. It is advisable to check the values of
31
the data on a time scale to check for any strange variations, either caused by
malfunctioning measurements, data capture or unusual process variations.
The analysis confirmed a number of relationships between the process

variables on the oxygen stage at Sappi Enstra. These relationships are
summarized in what follows.
The controlled variables (CV) are as follows:
o Outgoing brightness
o Pulp Degradation
o Exiting pH
The manipulated variables (MV) are as follows:
o Temperature in the reactor (Main MV)

o Soda charge (Main MV)
o Retention time
o MgO charge
o Wash water
o Reactor pressure
The disturbance variables (DV) are as follows:
o Incoming kappa
o Production rate
o Pressure on temperature
The degradation can be linked to the brightness, and thus operating below
certain brightness will limit pulp degradation. This inferential is important and
it may be worth deriving an actual value that is checked or auto-corrected
with laboratory data at regular intervals.
The production rate should be kept as constant as possible to avoid

disturbing the process. Thus production balancing and production
management should add value to this delignification stage.
32
A feed forward control could be set up based on production disturbances to
the inlet temperature to limit the amount of steam required in the dome at
higher productions and also maintain a more stable temperature and
therefore more stable brightness.
There is a strong relationship between the retention time, the reactor

temperature and the exiting pH. This indicates interaction, which could be
limited if an algorithm were used to control the soda charge, the temperature
and the retention time as a whole. The reason for this is, the higher the
temperature or retention time, the more delignification will take place and thus
the more soda will be required to neutralize the carboxylic acids produced.
Should the soda charge be increased with no change in retention time or
temperature the residual alkali and final pH will increase.
The incoming inline kappa should be calibrated and then used as feed
forward to the soda charge and the temperature control in the reactor. The
MgO charge may be linked to the inferred pulp degradation to protect the
pulp when higher degrees of delignification are required.
The wash water can be used to improve pulp cleanliness, which will improve
delignification. Linking the wash water to production rate will limit variations
caused by production disturbances.
The temperature control may be revised. The 1st tray could be used as
feedback to the dome temperature, as there is shorter dead time between the
dome and the first tray. The disturbance of the cold oxygen entering the
reactor and the exothermic reaction should be considered before this is used.
3.2. Degrees of Freedom of the Oxygen Stage
The literature study indicated three equations to model the reactions taking place
in the oxygen reactor. These equations are not independent as indicated by
equation (iii). Thus of these equations only equation (i) was considered to
calculate the degrees of freedom of the oxygen stage. The variables in equation
(i) are the kappa number, time, temperature, alkali concentration and the oxygen
concentration. The following variables are not considered in calculating the
33
degrees of freedom because they can be considered to be independent of the
system: the entering kappa number and the oxygen concentration. The oxygen
concentration in a high consistency oxygen stage can be considered constant, as
it is an oxygen rich atmosphere. Thus the degrees of freedom can be calculated
as follow:
DoF (degrees of freedom) = Nv (variables dependant on the system) – NE (independent equations)
DoF = 4 – 1 = 3
Thus the system is underdetermined and has an infinite number of solutions. This
was expected from the literature study and the data analysis. There are 3 main
manipulated variables and one main controlled variable. Thus all three
manipulated variables could be used to control the outgoing kappa.
Another option is to keep two of the three manipulated variables constant and use
the fastest acting and most direct acting manipulated variable for control. Note
that the final pH is not considered in the above analysis, but would not change the
degrees of freedom of the system. This is because one new variable would be
introduced and another independent equation.
3.3. Proposed Base Layer Control for Oxygen Stage
Base layer control is the control that is required to ensure:
• Safe plant operations

• Production rate control
• Quality control
Figure 18 contains a simplified flow sheet representing the proposed base layer
control.
34
NaOH
MgO LP Steam
FT FT
FT
FC FC TC Main Steam
TT
Pulp PT DPC FT
PT
FT
FC PC
TC TT
LT
CT
HP Steam
CC
Dilution
TT
LC LT
Oxygen
Dilution
Blow Tank
FC FT
ST
Hydralic
SC
Drive
Figure 18: Proposed Base Layer Control
• Safe operation
The purpose for safe operation control is to prevent unsafe conditions.

Unsafe conditions can arise when operating too close or exceeding
equipment constraints. To prevent unsafe conditions the control system
needs to be set up in such a way as to warn the operating personal of
possible unsafe conditions and if required the control system should be
programmed to automatically shut the plant down safely.
Alarming is the first defence to prevent unsafe conditions. If alarms are not
acknowledged the next defence is interlocking (this can include separate
systems that are hardwired solely for controlling safety aspects of the plant).
The last defences are usually mechanical devices like bursting disks and
pressure relief valves.
Elevated temperatures and pressures in the oxygen stage need to be taken

into account when considering the safe operation of the system. To prevent
equipment constraints being violated the temperature and pressure should
have alarms and interlocks.
35
The reaction that takes place in the oxygen stage is exothermic and to
prevent temperature run always an interlock with the oxygen feed as well as
with the steam control is required. Stopping the reaction and stopping the
steam addition reduces the temperature preventing violation of the
temperature constraint. Temperature and pressure are directly related. To
prevent the pressure constraint from being violated the oxygen and steam
feed will be stopped when the pressure rises above the critical limit. As an
additional measure, a pressure relief is also installed on the reactor. This
control also acts as a purge control for the system. This purge valve is
manually operated, but automation would make the system safer. The final
safety measure is bursting disk on the reactor, which will burst should the
pressure transmitter fail.
Other interlocks that are required are to stop the feed and the reactor drive
when the outlet consistency cannot be reduced because of no or too little
dilution to the bottom the reactor. Another interlock is to stop the reactor feed
when the reactor hydraulic drive, fluffer drive, HC filter or LP mixer drive
stops. Importantly there is a bypass dilution system when the feed is stopped
to avoid blockages in the feed system to the reactor. This is required because
of the high consistency pulp entering the reactor. This system is interlocked to
the reactor feed system.
The caustic and magnesium addition should also be interlocked to the reactor
feed system to prevent wastage of chemicals. The level of the top tray in the
reactor is also interlocked to the reactor feed system, which ensures that the
reactor is not overfilled.
• Production rate
The production rate will be controlled in the direction of the flow. The blow
tank following the reactor serves as buffer capacity following the process. By
making use of a flow control and consistency control into plant the mass flow
rate can be controlled. The mass of fibre entering the system is important and
thus needs to be controlled in order to ascertain the exact amount of pulp that
needs to be treated in the oxygen stage. The bottom tray level can be used
with a proportional control level to control the pulp leaving the reactor. The
level of the top tray of the reactor would be adjusted based on the production
36
rate if the level was too high causing overfilling of the reactor and an alarm to
alert the operator to adjust the retention time. This control would be difficult to
put on closed loop because the top tray level cycles continually. A moving
average could be implemented based on the speed of the reactor drive to
eliminate the cycle and then the loop closed to control the retention time
based on the level of the tray. This is not ideal as the retention time would
become a disturbance variable and thus is not recommended.
• Quality control
There are various handles available for quality control. As already

established from the literature study and the data analysis, the important
handles are caustic addition, magnesium oxide addition, temperature and
oxygen addition and pressure.
At this stage the final quality controlled at Enstra is the brightness exiting the
oxygen stage. However literature recommends control based on the exiting
kappa. The kappa of the pulp does have an impact on the brightness, but the
relationship is not direct. The exiting kappa is not measured at Enstra and
thus a correlation could not be drawn between the two variables based on
Enstra’s data (data from Sappi Ngodwana showed a low correlation between
kappa and brightness of about 20%). It is common practice to rather control
the kappa out of the oxygen reactor, as a coarse control for brightness. Thus
it is suggested that Enstra investigate using exiting kappa for control of the
oxygen stage, rather than exiting brightness.
Overall base layer control that will ensure reasonable quality control is as
follows:
o As stated it is important to control the mass flow rate to the reactor. The
caustic addition and the magnesium oxide addition can then be ratio-ed
to the production rate (kg per ton of pulp addition). The operator could
adjust the caustic charge based on incoming kappa values and exiting
kappa values. If advanced sensors were installed then the base layer
could also be used to drive a feed forward control to the soda based on
the incoming kappa. However even if the exiting kappa was measured
online the base layer control would still be open loop because of the long
37
dead time. The sensors are included as recommendations under the
advanced control.
o The temperature of the pulp in the LP mixer may be controlled according

the production rate in a feed forward manor, to minimise the impact of
temperature disturbance of pulp entering the reactor.
o Steam addition will be used to control the temperature in the reactor

dome using a PI controller. The temperature of the pulp in the 5th tray
has a dead time related to it and thus this base layer control should be
open loop, with the operator adjusting the dome temperature in order to
achieve the desired temperature on the 5th Tray.
o The pressure in the reactor is controlled by the addition of oxygen. The

oxygen added to the reactor need to be maintained above a certain
pressure for the reaction to be effective.
o The retention time in the reactor impacts on the chemical additions and
temperature required. This can be controlled with a speed control on the
rotation of the plates inside the reactor. The operator (because of the
dead time associated with the measured variables) will control this in an
open loop fashion.
o As indicated in the literature, the major driver for the control of quality is
the caustic addition, reactor temperature and retention time. These
handles can also for the basis for advance control and cost optimisation.
It would be difficult for the operators to optimise the control because of
the interaction between these variables. It is suggested that the
operators use the soda first, then the temperature and then the retention
time to control quality. Although the best would be to adjust the soda
and temperature together as this will limit movement in residual alkali
and maximise delignification for higher kappa and vice versa.
38
Some other options that were considered for base layer control are as
follows:
o The open loop control of the temperature in the reactor could be based
on the 1st tray or the 5th tray temperature. The 1st tray temperature has
the advantage of having significantly less dead time associated with it
than the 5th tray. However the 5th tray has a far greater correlation to the
outlet brightness than the first tray temperature and thus it is
recommended that the control be based on the 5th tray temperature.
o The interaction between the steam used for temperature control and the
oxygen used for pressure control was limited because of the design of
the oxygen stage. The steam is added to the top of the reactor and the
dome temperature used for closed loop control. The oxygen is added to
the bottom of the reactor and the pressure is measured at the top of the
reactor. The cold oxygen will affect the temperature to a degree and the
steam will definitely affect the pressure inside the reactor. The
suggestion for base layer control would be to tune the temperature
control loop fast (because the close location of the steam addition point
and temperature measurement), and to detune the oxygen pressure
control loops. This will limit interaction and enable stable control of
pressure and temperature in the reactor. An option would have been to
use the steam to control the pressure and the oxygen to control the
temperature. This however would not have made sense because the
quality control is much more sensitive to temperature and thus this
requires the best control, i.e. fastest loop. The amount of steam added is
also much higher than the oxygen addition, thus it makes sense to link
the temperature to the steam and the oxygen to the pressure that is of
secondary importance.
o The feed forward loop suggested for the entering temperature based on
the production, may have been omitted, but it is felt to be a valuable
suggestion.
o The way the operators control the main quality manipulated variables
could be altered. The retention time could be controlled with the soda
instead of the temperature. This will depend on the constraints present
39
at the time, i.e. the production may not allow one to move the retention
time, but one may be able to move the temperature.
o The measurements could be improved by adding oxygen and high-

pressure steam flow meters. The exact justification for this would have
to be confirmed but there may be significant savings associated with
these extra measurements.
o The amount of oxygen could be measured to check that there is always

an oxygen rich atmosphere inside the reactor. Enstra abandoned this
measurement because of high maintenance costs and it was felt to be
unnecessary. The effects of the oxygen concentration in a high
consistency bleaching stage are limited and thus this was not included in
the recommended strategy.
o The chemicals may have been added at a fixed flow rate. This is not
recommended, as the effective dosages would then change as the
production rate changed. This could lead to very poor quality control.
The magnesium oxide dosage was controlled like this prior to the APC
project.
o The consistency entering the reactor may have been controlled, if a

measurement could be made on the high consistency pulp entering the
stage. The press roll on the HC filter could have been adjusted based on
this consistency. The effect of the consistency on the quality control
appears to be minimal and thus this option was not recommended.
40
4 Advanced Process Control
Advanced process control (APC) is control that automatically adjusts the set points of
the base layer control. The oxygen stage at Sappi Enstra was a candidate for
advanced control because the throughput was high as all the fully bleached pulp
produced at Enstra was processed through the oxygen stage; there was energy used
to heat the pulp; the product quality affected the quality of the downstream processes
and there were critical constraints which much be adhered to from a safety and
degradation perspective.
4.1. Advanced Process Control for Oxygen Stage
The main aim of the advanced control on the oxygen stage was to decrease the
variability in the quality leaving the stage. This was not a trivial task because of
the interaction on the oxygen stage and the fact that extensive delignification has
adverse effects on pulp strength properties.
• Stabilization of Material Balance
As the data analysis showed, the production rate had a large influence in the
stability of the oxygen stage. Thus the more stable the production rate, the
fewer disturbances this would cause on the process. The process operator
specifies the production rate entering the oxygen stage. Implementing a
ramp function to adjust the production rate gradually rather than bumping it
up and down should smooth the changes in production rate. The dilution
water to the reactor could be controlled based on the production rate,
although the dead time through the reactor would have to be taken into
account. The proportional level control should be adequate for the flow
exiting the reactor. The level of the top tray may be averaged and used to
adjust retention times, but with a large dead band, only adjusting the retention
time if above limiting constraints.
41
• Measurements to Improve Control
The original quality measurements were far too infrequent and delayed to
counteract process disturbances in terms of incoming kappa variations and
outgoing brightness. The typical delay was anything from an hour to 5 hours.
Thus more frequent measurements needed to be incorporated into the
oxygen stage control philosophy.
It was recommended to install inline kappa and brightness sensors. The

value of these sensors depends on their accuracy and thus calibration was
important. The control could automatically correct the inline values based on
laboratory values to take sensor drift into account.
The kappa sensor prior to the oxygen stage could be used as a feed forward
variable to the manipulated variables based on kappa and the post oxygen
kappa / brightness sensor could be used as feedback to the manipulated
variables.
There was no inline pH meter after the oxygen stage in order to check the
residual alkali and hence it was recommended that an inline pH probe be
installed. This will prevent adding too much caustic into the system. By
optimizing the chemical addition money can be saved.
• Feed forward / Feedback with Dead time compensation
A basic advanced control philosophy that could be used for the oxygen stage
is to use feed forward control to compensate for major disturbances and then
use feed back control to check that the feed forward control was effective.
Due to long dead times associated with the oxygen stage the use of PID feed
back control will cause instability. It was for this reason the feed back control
in the base layer was mostly open loop. The lack of inline instrumentation did
not help the situation either.
To overcome the problem of long time delays model predictive control could
be implemented for feedback. A dead time compensator, a form of model
predictive control for single loop (SISO) control, known as the Smith predictor
42
could be used. The Smith predictor could be used to control the set point of
the dome temperature based on the 5th tray temperature. Another Smith
predictor could be used to adjust the feed forward set point to the incoming
kappa control on the soda dosage based on the exiting pH or the exiting
brightness or kappa. The incoming temperature could be adjusted based on
the production rate, to limit the change in the dome temperature at different
production rates. This would stabilize the reaction kinetics at different
production rates.
This control will not be optimal because Smith predictors are only effective on
single loop control and thus would not assist in taking the interaction of then
system into account.
• Methods to Take Interaction into Account
The high amount of interaction in the oxygen stage was noted in the data
analysis and the literature review. Calculated parameter control could be
utilized on the oxygen stage to take these interactions into account. This
would involve creating algorithms based on the relationships between the
soda charge, the reactor temperature and the retention time. This would
however be difficult because of the tight constraints on the temperature and
the link between the retention time and the production rate.
The interaction could be limited by decoupling or by using dynamic

multivariable (MIMO) model predictive control (MPC). Due to the amount of
variables and long delays it is unlikely that decoupling will be effective on the
oxygen stage and therefore multivariable model predictive control would be
more suited to this control. Multivariable predictive control would enable
more optimal control of the controlled variables and is near ideal because of
its ability to handle constraints on both manipulated and controlled variables
explicitly.
Hence multivariable predictive control would be suited for this application.

The weighting of each manipulated variable would be specified in the
controller. Each of the manipulated and controlled variables could then be
subjected to the operational constraints in the model. The disturbance
variables could also be entered into the model matrix, such that the controller
43
would attempt to compensate for these disturbances. The controller would
then seek to optimize the process, aiming for the most economical point,
based on these models. Perhaps the greatest challenge of MPC on the
oxygen stage would be obtaining models for the controller, because of the
highly interactive nature of the process. Thus it is suggested that a type of
“gray box” modeling be used to develop the models. This makes use of
process data as well as first principles and could prove to be successful on
the oxygen stage.
Adaptive modeling would be ideally suited to the oxygen stage, as this would
limit the amount of maintenance required on the controller. This could also
take into account large fluctuations in production rate, which changes the
process dynamics and gains. The oxygen stage exhibits non-linear
characteristics and thus non-linear models would probably be superior to
linear models. It may be worth investigating the use of neural network
control, which can be set up as an adaptive controller and can handle non-
linearity.
• Outline of suggested MIMO MPC for Enstra’s Oxygen Stage
The main DV's are as follows:
ο Incoming Kappa
ο Production
ο Level in the top tray (constraint for retention time)
The main CV's are as follows:
ο Exiting kappa (strength inferred by limiting lower bound)

ο Exiting pH (to limit over-dosing/under-dosing NaOH)
The main MV's and their associated constraints are as follows:
ο Soda charge (range of 20-40kg/ton)

ο 5th tray temperature (range of 120-130°C). This is controlled indirectly by
adjusting the dome temperature.
44
ο Retention time (constrained based on level in top tray maximum peak
69%)
NaOH
MgO LP Steam
FT FT
FT
FC FC TC Main Steam
TT
Pulp PT DPC FT
PT
FT
FC AT Kappa PC
TC TT
CT LT
HP Steam
CC
MIMO MPC Deadtime

Dilution Compensator
TT
for 5th tray
temp LC LT
Oxygen
AT AT
Dilution
Blow Tank
pH Kappa
FC FT
ST
Key
Hydralic
Drive
DV SC
MV
CV
Figure 19: Proposed APC System
The manipulated variables would also be weighted in order of effect on the

controlled variables. There would also need to have an inter-relationship
between adjusting one of the MV's on the other MV's, i.e. one cannot change
one MV without adjusting the others. The higher the temperature and or the
retention time, the greater the soda required, because of the reaction kinetics
and degradation of the pulp. Thus the inter-relationship between the three
main MV's should not be overlooked.
The problem with this however is that the delays associated with changing
the 5th tray temperature and the retention time are large, thus these changes
will need to be very slow, using a lead lag type of feed forward control and
making use of a moving average (averaged at a rate a few times greater than
the delays on these MV's) of the DV's and the CV's. This will take care of
long-term changes in DV's and CV's but will be limited in their effect on short-
term changes. The only method to take short-term disturbances into account
is to adjust the soda charge based on the incoming kappa.
45
The retention time is altered according to production, at higher productions
the retention time is shorter and at lower productions the retention time is
higher to maintain the top tray level. This however is an in-optimal operating
philosophy, as this means that more delignification will take place at lower
production and less at higher productions, which will result in further
disturbances in this process. Thus it is recommended that the retention time
should be kept constant at different production rates (as long as the top tray
level is within limits) and the set point increased for high kappa pulp and vice
versa.
The range on the 5th tray temperature is narrow and is normally fixed at
128°C. Due to the low costs of steam (relative to caustic), it is recommended
to run the temperature close to the maximum, while adjusting the soda. If low
kappa persists the set point can be increased slightly to compensate for the
high kappa. In the case of low entering kappa, the temperature could be
decreased to prevent low strength properties resulting in the final pulp. The
temperature limit is important as higher temperatures lead to too much pulp
degradation.
The recommendation in the base layer to increase the incoming pulp

temperature at higher productions should decrease the dome temperature,
which may allow greater leeway on adjusting the temperature. This would
have to be checked once the incoming pulp temperature is increased at
higher productions.
• Multivariate Statistical Process Control MSPC for the Oxygen Stage
This could be used in conjunction with the multivariable model predictive

control in order to optimize the control of the oxygen stage. This would
typically be done as a separate project to the model predictive control,
however the insights gained from statistical process control could prove
invaluable to the model predictive control.
The statistical process control will alert the operators to long-term

disturbances, which may be not be picked up by the closed loop control.
MSPC could also assist in troubleshooting on the oxygen stage and be used
to create soft sensors for pulp strength, could combine the CVs, pH and
46
exiting kappa into a single variable, which would be easier to control. MSPC
could also be used to check the start up and shut down of this stage and may
lead to optimal procedures being developed for these.
It would be ideal to implement MSPC on the oxygen stage prior to MPC,

because this would allow a greater understanding of the process to be
gained, which would definitely come in handy when building “gray box”
models for control.
• Other Requirements for APC on the Oxygen Stage
As mentioned earlier more frequent measurements would be required for

implementation of APC on the oxygen stage. Typically a digital controller is
required that is linked to the bleach plant DCS via an interface which would
most likely be OPC. Finally software will be required to build the multivariable
model predictive controller.
The set up of the model that is used for control may require extensive
laboratory measurements, experiments and computer simulation of the
models (Kubulnieks et al, 1989). This will ensure that the suggested model
works effectively on the plant. The calibration of the inline measurements will
require many laboratory tests, which should become standard for correcting
the sensors due to process and sensor drift. The procedure for implementing
advanced control should be carefully looked.
4.2. Predicted Benefits Of APC for Oxygen Stage
• Methods used to Predict Benefits
Capital expenditure is subject to approval based on the justification of the

project. Thus an integral part of an APC project is performing a cost benefit
analysis. APC is no different from any other project in this respect, although
the estimation of improvements due to APC are not as easy to predict as
some other capital projects. Various methods can be used for this estimation
and the methods used in this report are basic statistical techniques outlined
by Sivasubramanian and Penrod (Sivasubramanian and Penrod, 1990) and
a method based on experience.
47
Method 1 assumed that the percentage violation of the variable would remain
the same before and after advanced control. The limit of the variable is
important for this method. As mentioned in earlier sections, the kappa
leaving the oxygen stage cannot be decreased without taking the degradation
of the fiber into account. The equation used to estimate the move in the
average value towards the limit using method 1 is as follows:
&&&)(1 − σ )
c
&&& = ( X
ΔX &&& − X
σ
l
&&&
where: X = current data mean;
&&&
X = limit of the variable;
l
σc = standard deviation after APC

σ = current standard deviation.
Method 2 assumes that the specification limit is very vague and 5% of the
data falls outside the limit before and after APC is implemented. Method 2 is
suited to variables where the specification is real, but a large amount of the
data falls outside of this limit. This is the case for the oxygen stage as shown
in figure 20 (as 20% of the values are above the upper control limit). This will
affect pulp degradation. The equation used to estimate the move in the
average value towards the limit using method 2 is as follows:
&&& = 1.65(σ − σ c )
ΔX
The third method used for checking the returns on this project was based on
previous improvements achieved through implementing APC on a high
consistency oxygen delignification stage (Kubulnieks et al, 1989).
48
16%
14%
12%
10%
8%
6%
4%
2%
0%
63
64
65
60
61
62
55
56
57
58
59
.5
.5
.5
e
.5
.5
.5
.5
.5
.5
.5
or
63
64
55
56
57
58
59
60
61
62
M
Figure 20: Histogram of exiting Oxygen Brightness
• Predicted Benefits of APC
Table 4 shows the predicted benefits for implementing advanced control on

the oxygen stage. The detailed calculations can be found in Appendix 2.
The variables used for justification are the optimization of the soda charge,
improved pulp quality and optimization of steam used in the process. The
reason for choosing these variables is that they are measurable and the costs
associated with each of them can be calculated.
The estimations where carried out by assuming that the APC would decrease
the steady state standard deviation by 50%. This decrease in standard
deviation is based on experience and has been achieved in many APC
applications. The uptime of the APC system was considered to be 50%, this
may be considered a factor that ensures that the benefits are conservative.
O2 Soda Brightness LP steam Gland Total

charge steam Savings
Estimate APC decreases stdev by 50% 50% 50% 50%
Method 1 - Savings 273,417 310,565 10,306 5,088 599,376
Method 2 - Savings 343,475 676,162 5,668 2,798 1,028,103
Method 3 - Savings 877,424
Table 4: Estimated Savings of APC on Oxygen Stage
49
The savings based on method 1 are the most conservative at about
R600,000 per annum. The savings based on method 2 are probably less
realistic because the histogram of the brightness shown in Figure 20 is
skewed to the right. Hence it may be difficult to move the brightness variable
further to the right as method 2 assumes. Method 3 predicts savings of about
R900,000 per year, which is encouraging as this indicates that the previous
methods are realistic. The best estimate is probably that based on previous
experience and this could be used to calculate the returns for this project.
The main objective of introducing APC to the oxygen delignification stage

was to decrease the variability in brightness and as can be seen in Table 4,
this is the main contributor to savings. This is obtained by increasing the
stability of the pulp quality exiting the oxygen stage. This stability will carry
forward to the final brightness and savings of about R300,000 - R670,000 per
annum on optical brightening chemicals on the paper machines are
anticipated. The other major contributor to the savings is soda savings of
close to R270,000 – R340,000 per annum.
The steam savings do not include the high-pressure steam used for
temperature control inside the reactor, because the amount of steam used for
this purpose is not currently measured. The savings on the steam are almost
negligible because of the relatively cheap energy costs. However the high-
pressure steam consumption is almost 10 times greater than the other steam
consumption and these savings may be significant.
• Cost of APC
The cost of the entire APC project was about R3 million. This however
included six stages aside from the oxygen stage. Thus if one assumes an
even split over the seven stages, the cost may have been about R450,000.
This would probably be an under estimate because of economies of scale
and the fact that the oxygen stage is the most complex stage to control. The
cost of the sensors alone would have come to R450,000, thus a more
realistic estimate would probably be closer to R1 million.
50
• Returns of implementing APC on the Oxygen Stage
Assuming the cost would be R1 million and the savings to be R900,000, the
payback was calculated to be about 1.5 years, with a return on investment
average of 112%. Thus this project has attractive returns based on these
estimations. A sensitivity analysis could be performed on the payback.
Considering the more conservative payback of Method 1, the payback period
the project is still viable although not as attractive to the returns obtained
using Method 2 and Method 3.
51
5 Actual APC Benefits on Quality
The results of the actual implementation of APC on the oxygen stage and the bleach
plant are briefly discussed in this section. It should be noted that for the last few
months the bleach plant was very unstable, due to major problems on the pulp plant,
caused by extremely poor washing due to a tear in the belt filter’s belt.
Despite the problems experienced the standard deviation in the exiting O2 stage
brightness has decreased by about 20%. This improvement is measured on the
overall brightness and thus if one takes the service factor of 50% and reduction in
standard deviation of 50% into account (25% total reduction), this is very similar than
the reduction expected in the cost benefit section. The major benefits have come from
the improved material balancing, which stabilised the operation of the oxygen stage
and surrounding washing plants and improved temperature control in the reactor. The
production personnel also felt confident to take the plant to new production records
higher production rates with the APC control operational. The uptime on the
production balancing is about 80% and the up time on the temperature control is about
60%.
These results are promising, but it is believed that the control of the stage can still be
further optimised. The following graphs indicate the improvements that can be
achieved using APC regulatory control on the entire bleaching sequence.
Figure 21: Quality comparison with and without the APC
52
Comparing the times were the APC is offline with times were it were online it is clear
that there is a definite shift in the distribution. The flat distributions were the APC
where offline indicates a large standard deviation compared with the sharp curve
produced with the APC online. The fact that the standard deviation is lower makes it
possible to run the plant closer to the maximum as can be seen in the shift of the
brightness. This is the aim of advanced control. and it is pleasing to see that it has
fulfilled its purpose. The figure 22 below shows improvements made to Sappi Enstra’s
final quality over the last few years. It is interesting to note that the improvements
made by improving the control are similar to those achieved by adding another
chemical, peroxide to increase the final brightness. This shows how important control
optimization is in the bigger scheme of optimization.
The figure below shows improvements made to Sappi Enstra’s final pulp quality over
the last few years. Continuous improvement initiatives have made an impact to the
quality improvement and only the main projects are indicated in figure 22. Figure 22
indicates that the initial control improvements, extra online measurements and
advanced regulatory control were associated with an improvement in the brightness.
The final period shows a large increase in brightness, which would mainly be
attributable to the peroxide project. The evaluation of the advanced control project is
non-trivial because it overlaps the peroxide project, but nevertheless showed
improvements before model-based controllers were even implemented.
86.50
HW on C-Line Project Commence
Peroxide
- Double Stage Post O Washing Brightness
Project
86.00 - RW wash on DED Control Project
Final Bleach Brightness % ISO
85.50
85.00
84.50
84.00
83.50
2002FY 2003FY 2004FY 2005FY
Figure 22: Improvements on Sappi Enstra’s Bleach Plant
53
6 Project Management Process
6.1. The General Sappi Procedure
In 2003 the Sappi Ltd Capital Cluster and various other regional project
management resources created a project management document known as PM2.
This document strives to be a guideline for all project managers within the Sappi
Group giving most of the important steps that need to be considered when
completing a project.
The process is currently divided into 15 Phases with the last two running
concurrent with the project execution phases. These phases are as follows (also
see process flow diagram):
• Project initiation
• Pre- feasibility study
• Conceptual design
• Project execution planning
• Detail engineering.
• Purchasing
• Equipment manufacturing
• Construction phase
• Commissioning
• Start up and takeover
• Optimisation
• Acceptance
• Close out
• Project training
• Project control and reporting
54
Figure 23 - Project Management Process Flow Diagram
56
6.2. Definition Of Sappi Model Phases
• Project Initiation
Projects can be initiated from various sources (Market Study, Strategic Plan,
Mill Development Plan, Mid Term Plan, Idea Box/Scheme, Legal and
Authority, Health and Safety, Environmental, Quality, R&D Development,
Maintenance, Process Optimisation, New Technology)
After a project has been initiated, the idea must be transferred from the
source to the business unit, that will be the owner of the implemented project,
should the idea be brought into being?
The proposal must then be checked against the Mill strategic plan, the
available capital and the Mills funding priorities.
• Pre- Feasibility Study
The feasibility study analyses the problem and its implications, evaluates
alternative solutions and recommends a particular course of action. It should
ask the question ‘Should we implement a solution and how do we do it?’ It
should outline the technical and commercial solutions to the problem. The
feasibility study should cover the following main areas:
o Determination of the feasibility of solving the problem

o Recommend a cost effective solution and evaluate alternatives
o Show how to implement the selected solution
• Conceptual Design
The conceptual design is a more detailed interpretation of the project in terms

of alternatives, solutions, time schedule and cost implications. The conceptual
design phase should be completed after the pre-feasibility study is done.
57
• Project Execution Planning
Once approval has been obtained the project can be finalised and the
execution planning can begin. This stage therefore means the realisation of
the project.
• Detail Engineering
Detailed engineering occurs once the funding has been approved and the
project is a feasible entity. At this point it is necessary to begin the detailed
design work necessary to install new equipment. This section normally takes
place in two phases. There is a preliminary round of detailed engineering
prior to/but necessary for concluding the purchasing phase. Thereafter the
final phase of detailed engineering can be completed once the specific piece
of equipment has been selected and the necessary requirements for that
piece of equipment can then be incorporated in the design.
• Purchasing
The purpose of this phase is to bring together the policy, directives and
guidelines for contracting of goods, services, construction and facilities for
major projects.
• Equipment Manufacturing
This phase covers the manufacture of each piece of equipment and the
necessary interventions that are required to ensure time-ous delivery of
equipment at the desired quality level.
• Construction Phase
The construction phase occurs once the equipment manufacturing is

complete, and is on site at the Mill. This phase is inclusive of all works
required to bring the equipment/project up to and ready for commissioning.
58
• Commissioning
The Commissioning Phase follows on from the completion of the

Construction Phase, i.e. construction and the erection of the plant/equipment
is complete. This phase includes cold/warm tests to the equipment being
commissioned and completion of checks/punch lists to reach the next phase -
“Start Up”.
• Start Up And Takeover
At the completion of the Commissioning Phase, the “Start Up and Take Over”
Phase begins. During this phase equipment/plant will be starting under
production conditions, and some performance test guarantee runs will be
undertaken.
• Optimisation
During this phase trial plans are performed to enable performance

monitoring, technical problem solving and any necessary plant modifications
in order to optimise the operations of the new plant/equipment.
• Acceptance
At the successful completion of the optimisation phase, and when guarantees

have been met, the “Acceptance” phase begins.
• Close Out
The final phase in the project management procedures flow is “Close Out”,
where important activities need to be completed. These are often left out
unless specific effort is made in completing the required activities. These
would include activities such as:
o Final Completion Audits

o Final Claim Settlements
o Final Cost Reports
59
o Archiving Documentation
o Asset Cost Transfers
• Project Training
Training is an integrated approach with the project, which runs parallel to the
project, but with strong links to each of the phases. This is usually the
responsibility of the Production and Personnel Department with significant
input from the project. The purpose of this phase is to select, hire, educate
and train persons in order that they can take over the full responsibility of the
operation and maintenance of the new installation and to achieve the
expected performance. Generally the training is divided into three main
phases being:
o Planning and Hiring

o Theoretical
o Practical
o Verification and Closure
Training is usually the responsibility of dedicated resources separate to the

project team. The training manager who takes this responsibility is required to
report to the Steering Committee on a regular basis.
It should be noted that it is essential that all training needs to be completed

prior to the completion of the “Start Up” phase.
• Project Control And Reporting
Consist of:
o Steering Committee Meetings

o Executive Monthly Reporting
o Project Progress Reporting
o Cost Control and Reporting
o Time Schedule and Report
o Safety Report
60
6.3. Project Documentation
Efficient and relevant document generation is important to any project. At the

close-out of each project it is important that all the documentation generated
through the project management procedure is put together and filed. The
reason this needs to be done is to ensure that all the information is safe for
future reference. Should a similar project be initiated a lot of the old
documents can often assist in completing the new project. Up to date PIDs
and process descriptions make new modifications much easier. The
documentation can be used to evaluate the process followed to implement the
project and recommendations can be made for future improvements, in order
to avoid mistakes. Documentation of performance testing is important
because this enables one to evaluate what was achieved vs. what was
promised. Without proper documentation of projects it would be much more
difficult to learn from mistakes.
The project document file should contain the following documents generated
in each phase of the project:
• Pre feasibility study
ο Marketing study
ο Technical scope and proposed solution
ο Alternative solutions
ο Trial Plan and results obtained from trial
ο Cost estimates (project costs and production costs)
ο Environmental impact
ο Project justification
ο Capex for conceptual design
• Conceptual design
ο Project objectives
ο Pre-engineering
ο Scope and work breakdown structure
ο Equipment bids
ο Swift and operability studies
61
ο Risk analysis
ο Implementation plan
ο Training plan
ο More accurate cost estimations (project costs and production costs)
ο Updated project justification
ο Engineering Plan
ο Scope and work breakdown structure
ο Procurement Plan
ο Detailed Time Schedule
ο Trial Plan
• Detailed Engineering
ο Detailed engineering documents from each engineering department

ο Final design
ο Final risk assessment
ο Detailed and Manufacturing Drawings

ο Parts List
• Commissioning
ο Certified Red Line Drawings (by Responsible Discipline Engineer)

ο Erection Handover Certificates
ο Commissioning Completion Documents
• Start-Up and Take Over
62
ο Commissioning Handover Documents
ο Punch lists
ο Certified Red Line Drawings (Commissioned)
ο Further Red Lining and Certification
ο Start Up Documents
• Optimisation
ο All documentation pertaining to the optimisation phase must be signed and

filed e.g. further guarantee runs.
• Acceptance
ο Handover Certificates
ο Performance Test Certificates
ο Punch list Completion and Signed Off
ο Final Documents
ο As Built Drawings and Procedures
ο Data Packs
ο QCP Records
• Close Out
ο Final Cost Report

ο Archiving of all Documentation (Drawings, Procedures, Reports and Minutes,
Correspondence)
• Training
ο Training Manuals
ο Best Operating Practises
ο Best Maintance Practices
6.4. Process / Control Engineering Procedures
In this section, special focus is provided on the process of control system

design. This is done on the basis of the Sappi model. The different Sappi
63
mills in South Africa do not have the facility of a control-engineering
department. Most of the duties expected to be performed by a control
engineer is left to the electrical / instrumentation department and the process
engineer and were needed consultants are hired to do the job.
The procedures, document and activities of the process / control engineer are
described as per the Sappi Model Phases:
• Pre- Feasibility Study
The nature of technical work during this phase is generally focused on

developing or surveying potential technologies. The process engineer
function involves:
o Basic Process Design

o Process Block Diagram
o Process Flow Diagrams
o Mass and Energy Diagrams
The control-engineering roll in these activities is generally limited. Input

may be required in evaluating controllability and opportunities for control
when evaluating different technologies.
• Conceptual Design
Here a preferred technology option is selected and need to be developed.

Pre-engineering includes all of the technological and technical points needed
to engineer the correct solution, required to meet the targets and objectives of
the project. The pre-engineering phase requires detailed descriptions of the
requirements for the various engineering and technical disciplines.
A summary of work to be performed by the process engineering discipline

needs to include all details and influences that would impact on the project
target objectives. Describe and specify the modifications required to such
detail that pre-engineering could be done.
The process engineering function deliverable typically includes:
64
o Design Criteria:
Define process parameters for the main process steps. These are:
~ Capacity (as defined by Task and Targets)

~ Material and energy balance (between main steps only)
~ Site specific constraints
~ Process limitations
~ Process parameters (eg. temperatures, pressures, moistures, etc.).
All assumptions need to be listed and accuracy to be verify.
o Preliminary Flow sheets:
A preliminary flow sheet is a simple presentation of a process or a plant.

The main content of such a sheet is:
~ Material and energy balance

~ Volumetric flow and mass flow.
~ Naming of plant parts at mills, process steps at plant parts or
operations at process steps.
~ Naming of Input and Output.
~ Flow direction of main components.
Typical flow sheets include:
~ Process Block Diagrams

~ PFD’s (Process Flow Diagrams) – showing components and flows
(graphic symbols of equipment)
~ Preliminary PID’s (Process and Instrumentation Diagrams) –
complete process details with all instrumentation loops shown.
Preliminary Process description (per process flow sheets) also needs to

be given. This will include a functional description and control
philosophy.
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o Equipment Lists and Data Sheets
There will be a number of different lists depending on the type of project

and the type, size and materials of equipment. Information such as
number of, capacity and dimensions should be included. These should
include:
~ Main Equipment
~ Tanks.
~ Pumps.
~ Agitators.
~ Conveyor systems.
~ Others
The tank list is very important at this stage as it has significant influence
on the layout. Of particular importance are the dimensions.
o Definition of Battery Limits
List of tie-in points (existing + new + demolition)) that matches tie-in

points on flow diagrams.
o Inter Production Area Connection Diagram
This true to scale diagram includes all taking over points from one plant
part to another plant part for:
~ Input materials.
~ Energy.
~ Products.
~ Waste.
The importance of a control engineer also comes to the front in this

phase. A summary of work to be performed by this engineering
discipline, include all details and influences that would impact on the
project target objectives.
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o Process Control Estimation
Definition, if the plant will be controlled automatically, semi-automatically

or manually.
o Loop Estimation
Determination, how many measurement and control circuits are

necessary?
o Process Control Strategy
Define provisional scope and complexity (single loop control or

multivariable control).
o Field Instrumentation
Definition of signal transmission (BUS system, analogue, digital).
o DCS Requirements
Determination of what interfaces are used on which systems.

Security/redundancy.
o QCS Specifications & Standards
How many scanners will be used and for which purpose?
o IT Integration & Interface
Which data is to be captured? Type and scope of interfaces used. Which

hardware/software is required?
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The process parameters must be confirmed by the appointed process
engineer and should include:
o Material and energy balances

o Process flow sheets
o Connections to other production areas
o Equipment lists
o Tank requirements
The process control system requirements must be confirmed by the

appointed system or instrumentation engineer and should include:
o Control philosophy
o Loop estimation
o DCS and QCS requirements
o IT interface requirements
• Detail Engineering
The responsibility of the process engineer is as follows:
o Design Criteria
This is a summary of all wanted production parameter and product

criteria’s. It includes the capacity of the plant, guarantee values,
consumption of utilities and raw materials.
o Process Block Diagram and Balances
Diagram with in- and output of all materials needed for the process.
Simplified flow diagram to show process-flows and balances. Usually it
is used as basis for P & I-Schemas.
o Flow Sheet (Process & Instrumentation Diagram)
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~ Schematic graphics from a part of the process of from the whole
process, showing the whole machinery, pumps, tanks, agitators,
control valves, process control characteristics and loop numbers
~ Description with graphics of the calculated flows, concentration
~ Diameter, medium, material, pressure
~ Valves
~ Process control
~ Pumps (volume, pressure)
~ Tanks (volume, density, temperature)
Also included under this section is:
~ Department in and out balances (block diagram with in- and

outgoing mediums on battery limits).
~ Material Balances (calculation of max. and min. flow rates incl.
utilities related on the forecasted output).
~ Logistics and Material Handling Systems (calculated material flows)
o Tie-In Lists and Associated Logic
With all brown fields projects these lists are important to determine how
new equipment will be commissioned and tied into the existing operation.
These tie-ins can be complex and can significantly affect the uptime of
the existing operation hence it is very important that careful attention and
planning is applied.
o Specification of Laboratory Equipment and Testing Requirements
For comprehensive process control and time-ous reaction to process

swings certain laboratory analysis and testing may be required. Also
various instruments need to be calibrated on a regular basis for which
further laboratory analysis/testing could be required. As such the process
engineering team need to identify what testing and the best appropriate
equipment needed to perform these tests. An equipment list with the
appropriate requirements must be developed.
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o Preparation of Process Description
Completed by the process engineering team, this document details the

philosophy and mechanism for the control of the entire installation. This
document forms the basis of all automation and DCS programming and
should be sufficiently detailed to enable such programming. For this
document to be effective a comprehensive understanding of the process
requirements is needed and what potential dangers are likely to occur in
the event of certain parameters drifting beyond the control limits. Some
of the key requirements/details for this section are:
~ Requirements Interlocks and Group Starts

~ Preparing Operating Instruction – Start, Stop and Operation of
Process
~ Description of Control Philosophy
For the stages to follow there are no definite mention of the roll of the
process or control engineer. From here onwards most of the control
related issues are taken over by the instrumentation department.
Although no mention is made about the roll of the process / control

engineer, it is ridiculous to assume that there would be no involvement
form this discipline in the remaining phases. The commissioning, start-
up, takeover and optimisation would require definite input from these
disciplines.
6.5. Comparing The Sappi Model With Other Project Management Models
A comparison was made between other manufacturing companies (SASOL,

AEC).
• SASOL MODEL
The SASOL model divided the life of a project into 7 phases, each of
these being ended by a formal approval “gate”. These phases include:
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o Idea packaging
o Pre-feasibility
o Feasibility
o Basic Development
o Implementation
o Start-up
o Evaluation/Operation
A "gate" follows each phase. Each gate is defined in the 4 entities

involved in the project (business/operations, engineering, project
management and sponsor) and what the development requirements are
for these entities.
In addition to their basic model a guidelines have been developed to

address advance process control (APC) implementation requirements.
• AEC MODEL
The AEC design strategy for a chemical plant can be divided into nine
phases:
o Screening
o User requirement
o Conceptual Engineering
o Basic Engineering Design (Process design)
o Detail Engineering design (Phase 1)
o Detail Engineering design (Phase 2)
o Procurement, Fabrication and Construction
o Commissioning
o Decommissioning
Each of these phases is subdivided into the following four categories:
o Technical
o Economical
o Managerial and Systems
o Risk Management
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Compared to the Sappi model, these models are all comparable in terms
of the basic management of a project. An added advantage from the
SASOL model is the fact that they make provision for a control
engineering department, were the expertise and focus with regards to
control is better applied in a project. SASOL also makes provision for
APC projects that are currently handled by outside firms (Honeywell, ABB
ect.). The SASOL control project procedure is detailed and would no
doubt give guidance to young control engineers, or even non control
engineers as to how to best go about implementing a control project.
• AMPLATS CONTROL PROJECT PROCEDURE
The following is an example of how process control can be incorporated into

the project management procedure. The example is taken from the project
management procedure used by AMPLATS.
The procedure followed by AMPLATS is well explained in Figure 24. It starts

with the understanding of the process. If one doesn't understand how the
process works one would not be able to design a controller. Before the
control philosophy is established all the questions with regards to the basic
requirements have to be answered. This includes the identification of control
variables, manipulated variables and disturbance variables. If the answer to
any of these questions is unknown, the understanding of the process needs
to be re-evaluated.
The identification of the key process drivers is important. They must be able
to be measured or inferred. The effects of disturbance variables should be
well understood. The key performance indicator is important to the control
procedure and is used for evaluation of the control that is implemented.
Finally the actual controller design is specific and adaptive should new
process understanding be gained. The monitoring of the controller
performance is also important.
The procedure is believed to be useful and for a company like Sappi, where
no formal advanced control project procedure exists there would be benefits
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in incorporating a procedure such as this one for all advanced control projects
within the Sappi group.
Figure 24: AMPLATS Control Model []
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6.6. Execution Of Project At Sappi Enstra
This section details the procedures used to complete this project. Table 2
shows a summary of the planned timeline vs. the actual timeline and
summarizes delays and major portions of the project. The following section
deals with the phases involved in the project and the procedures used to
complete this project (a monthly account of project progress is shown in
Appendix III).
• Project Initiation
Honeywell identified this project during a visit. At the time of the visit there
were problems with off specification pulp. Honeywell suggested that the
brightness sensor could be utilized more effectively if it was combined with an
advanced control system (APC) on the bleach plant (a Sappi mill in the
United States, Muskegon was already successfully using this control with the
Honeywell sensors; another Sappi mill in South Africa, Ngodwana was
installing the sensors and advanced control).
• Pre- Feasibility Study & Conceptual Design
o As mentioned above, there were problems with off specification pulp at

the time and various causes and solutions for low brightness pulp were
considered. Numerous mitigation measures were considered and one of
those pursued was improving the control used in the bleach plant. The
pre-feasibility study and conceptual design were carried out in a single
phase, known as the investigation phase.
The following was carried out to complete the investigation phase of the
project:
o A literature survey on bleach control:
~ The surveys main focus was on the control of ODED (oxygen (O) -
chlorine dioxide (D) - extraction (E) - chlorine dioxide (D)) stages.
~ Case studies of control improvements at other bleach plants.
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~ Focus was given to brightness and kappa control, but surrounding
control affecting this was also investigated.
o Investigation of the history of bleach control at Enstra and other mills:
~ This was to mitigate the risk of repeating past mistakes.

~ This involved getting case studies of process control modifications,
which improved final brightness.
~ This was done through personal communication and research.
o Sought advice from experts in the field of bleach control.
o Evaluated case studies and all researched information:
~ This was done by comparing various control strategies, and

deciding which would be ideal for Enstra.
~ The practicality of installation and configuration was evaluated.
~ The accuracy and reliability of the measurements was considered,
i.e. ease of calibration was an important factor.
~ The performance of process control improvements obtained in other
mills was a major factor.
~ Alternative methods were evaluated i.e. some advanced process
control packages could track stock flow throughout the plant, thus it
was not necessary to install mass flow measurements more than
once on the DED stages.
~ The overall system intelligence was considered.
~ Local support for technologically advanced applications was
considered.
~ Integration into the current control system was important.
o Estimated financial implications in terms of cost and savings
~ The cost of implementation was estimated, based on the cost of

hardware and software for process control modifications.
~ The financial savings were based on results obtained from
implementing similar strategies at other mills and from expert
advice.
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The outcome of the investigation was to propose the cost effective means of
improving process control to improve the stability of the bleach plant. A basic
block flow diagram was drawn up to indicate location of sensors in the plant.
The detail of the advanced control was not understood at this point in time,
but nevertheless the results of implementing advanced control on bleach
plants looked promising from the investigation. The results of this
investigation phase were as follows:
o A better understanding of the current system used.

o An understanding of why previous APC systems failed.
o Analysis of current chemical dosages and the stability in the pulp quality.
o An understanding of recent bleach plant advanced control.
o An understanding of various technologies available to measure pulp
quality.
o An evaluation of advanced control proposals from three companies.
o A basic understanding of advanced control was obtained.
o Case studies, which showed benefits of advanced control to bleach
plants.
o Plant data was sent to Honeywell to make predictions on chemical
savings. These predicted savings gave important information for the
preliminary justification, which included predicted improvements in
chemical consumption and final brightness stability.
o The basic modifications and capital required for these modifications were
obtained.
o It was decided to split the project into two phases, due to capital
constraints. The first phase being the installation of the inline sensors
and pH control. The second phase being the purchasing and
implementation of the advanced process control system.
o A timeline was drawn up for the first phase of the project.
o The decision was made to go with simple base layer control until the
APC was implemented in the second phase of the project.
o The first phase of the project involved field instrumentation being linked
to the DCS, and driven from the DCS. The second phase involved
linking an APC interface to the DCS (at the time Honeywell checked the
options for connectivity to the existing DCS and recommended a GCOM
Matrikon interface)
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o The plant PID's and process descriptions were given to the Honeywell
bleach control expert to investigate and make recommendations.
o In–house assessment of plant data was carried out and predicted
improvements were made (these improvements was based on periods
where the plant obtained a high brightness for an extended period of
time and from improvements obtained in case studies and the
predictions made by Honeywell).
A scope of work was drawn up for the proposed modifications. A timeline

was drawn up for the project.
• Detailed Engineering
o Design Criteria
The predicted improvements in chemical consumption and final

brightness stability were made.
o Process Block Diagram and Balances
A simple flow diagram had been drawn up in the investigation phase. A

mass an energy balance was available for the plant from a recent major
plant upgrade.
o Process & Instrumentation Diagrams & Process Descriptions
PID's and process descriptions were drawn up for phase I of the project.
This included the positioning of the sensors, the pH control and the logic
proposed for the base layer control improvements. The proposed control
philosophy was not detailed in these but was said to be provided by the
vendor. Only after the HAZOP was the detail concerning the control
added to the process descriptions. The underlying interlocks remained in
place to retain the underlying integrity of the safety control of plant. Pipe
runs and layout drawings were completed for the pH control system.
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o Tie-In Lists
A tie in list for the field instrumentation was drawn up. This was
combined with the scope of work.
o Specification of Laboratory Equipment and Testing Requirements
The Enstra mill laboratory was requested to perform extra analyses for
calibration of the kappa and brightness sensors. This was difficult, as the
sensors required numerous samples for calibration. The other difficulty
was checking the calibration. Much later (±1year) the laboratory started
doing regular samples near all the sensors, which aided in checking
sensors and calibration.
o Risk Evaluation
A HAZOP study was conducted on phase I of the project. This was to

ensure that all foreseeable safety risks and operability problems were
considered. During the second phase of the project a design review was
held where various risks were considered. The HAZOP did not raise
concerns about the ph control system. Management only raised issues
regarding the risk of the pH control system later. If this has been
identified in the HAZOP less time would have been lost due to redesign.
o Advanced Control Solution
The basic steps that Honeywell followed to complete design of the

advanced control solution were as follows:
~ Check plant flow sheet.

~ Check current control strategy.
~ Check control limits.
~ Change the control strategy.
~ Check loop tuning.
~ Test OPC communication in simulation test set up.
~ Design advanced control strategy.
~ Submit detailed functional description for review.
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~ Hold a design review.
• Purchasing
The purchasing department was consulted in the procurement phase of

phase II. This was a successful endeavour to reduce the cost of the
advanced control solution. The advanced solution was not based on a risk
reward contract, but rather a fixed price purchase. Sappi believed that the
installation would be successful. However had the risk reward contract been
entered into, it is believed that Honeywell would have driven the project with
more vigour and ensured that the predicted benefits were met as soon as
possible.
The equipment procured for phase I was not specially manufactured.

However the brightness sensors were a year old and had to be reconditioned
before use at Enstra. There were a few delays with the reconditioning of the
sensors.
• Construction / Implentation Phase
The construction phase for phase I of the project was largely carried out
during a long shut in December 2003 at Sappi Enstra. The advanced control
solution was implemented as follows:
o Tag reconciliation was performed.

o Configured the advanced control system.
o Carried out factory acceptance tests.
o Ensured the computer hardware required was set up correctly.
o Installed the software.
o Checked the OPC communication on site.
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• Commissioning
The commissioning phase was carried out in a rushed manor on the pH

control. This was because of a drive from production personnel. Not all the
interlocks were properly checked which lead to an acid spill at a later stage,
after which proper checks took place. The base layer control using the
sensors was delayed because it was felt that it would be better to wait for the
advanced control expert to set up the advanced control to act on the sensors.
The pH control system was commissioned a number of times, but each time
it was shut down due to resulting pitch break outs on the paper machines.
The fact that the ph control would result in pitch breakout was overlooked in
the design process.
The advanced control commissioning involved the following phases:
o Verifying the sensor calibration.

o Transferring data (configuration) files on site.
o Checking tags and loops on the advanced solution.
o Checking loop tuning.
o Building special tool kits to link advanced solution to ABB OPC.
o Commissioning base advanced control (delayed because of overload of
DCS and OPC communication).
o Designing model based controllers.
o Performing step tests (these were largely unsuccessful).
o Building model based controllers (could not build some due to software
limitations).
o Commissioning the model based controllers.
o Verifying model-based controllers.
The commissioning of phase II of the project took place over a long period of
time. The initial phase of production balancing was commissioned first, which
aided in stabilising the plant. This enabled calibration of some of the sensors,
which were influenced by large swings in production rate. The chemical ratio
controls were commissioned after this and later the feed forward controls.
Finally the model based feedback controls were commissioned.
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There were a number of factors, which delayed the commissioning. These
ranged from problems with DCS loading, OPC communication, plant
availability, poor results from step testing, software limitations, lack of in-
house skills, turnover of advanced control engineers and project owners.
• Start Up and Take-Over
The take over was completed and preliminary acceptance signed after the
final model based controls were implemented on the bleach plant.
• Optimisation
Took place after take over. This involved changing tuning and model
parameters to optimise control. There was supposed to be performance run
carried out by Honeywell. Honeywell had emphasised that they were losing
money on the project and they hired a consultant from the United States to
sort out all the problems, hence Honeywell was not forced to carry out and
monitor a performance run. It was felt that the plant could carry out
optimisation and evaluate the performance.
• Acceptance & Close Out
The following close outs have been performed for this project:
o As built PID's and PD's were approved (up to partial completion of Phase
II).
o As built detailed functional description for the advanced process control
has been completed.
o Guideline for using the APC was drawn up.
o Final Payments were made.
o Project was closed financially and thus could be capitalised.
• Project Training
Training was completed for both phases of the project. Phase II training was
mainly hands on training, carried out in the control room. A special document
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was drawn up for the operators to understand the advanced control and the
use thereof.
• Project Control And Reporting
This project was not large enough to warrant a steering committee. Weekly
progress was given to management. Technical monthly reporting was
performed via the technical department’s process engineering report. Costs
and an update of the timeline were given via the projects department’s
monthly report. Regular feed back was given to mill management and
technical personnel from head office at technical quarterly reviews.
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Table 5: Project Execution Summary
83
6.7. Evaluation Of The Procedure Followed
On the surface, it seemed that the Sappi procedure for project management was
followed closely. All the phases where followed, but some important details fell
through the cracks. The Sappi procedure for project management is a general
procedure mostly used for equipment upgrades or replacement and new
installations. The details that should be considered for control projects are not
dealt with.
Taking an overview of the bleach APC project, the following comments can be
made. Initiation took place by the identification of an opportunity to improve quality
and reduce cost. The necessary research appears to have been done to find the
best and most feasible solution. However details as laid out in the AMPLATS
control project procedure were not considered. Had these been considered and
reconsidered, the design and project implementation would probably have been
much more efficient.
The AMPLATS control project procedure holds that the fundamental

understanding of the process under consideration is vital to the success of the
project. During this project the consultants had implemented advanced control on
similar stages and perhaps too much trust was given to them with regards to the
process understanding. A more in depth understanding of the measured
variables would have helped. The exiting kappa was originally suggested as the
controlled variable of the oxygen stage, but this was changed during the project
and the brightness became the main controlled variable. When step testing the
soda showed no response in the brightness, it was decided to control the pH
instead by manipulating the soda. The disturbance of the production rate on the
oxygen stage is large, as is noted in the data analysis. Perhaps if these points
together with the insight gained from the literature study and the data analysis had
been noted earlier the control design, it would have made the project run more
efficiently.
The focus of the project was large, as the project considered the entire bleach
plant. If the focus had been solely on the oxygen stage the project may have
been carried out differently. Thus it is advisable to focus on key stages, as the
oxygen stage, in order to understand it and eventually control it as best as
possible.
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The objectives concerning the oxygen stage were undefined. The objectives were
drawn up for the entire bleaching sequence but no specific objectives were drawn
up for the oxygen stage. This is a gross error, as you cannot reach a goal you
have not set.
A deeper understanding of various control philosophies available for control would

have assisted in the choice of which vendor to use with specific regard to the
oxygen stage. Neural networks would be suited to this stage, but these were not
considered to be the “best” control available to the bleach plant (partly due to lack
of a fundamental understanding of the stage and due to a lack of understanding of
the control philosophies suited to non-linear, highly interactive and adaptive
requirements).
The ease of integration into existing control systems should be known as soon as
possible. The control vendor was trusted in this department, but more thorough
tests may have revealed the problems, which eventually came to the fore.
The tools that are required for monitoring the control that has been implemented
should also be available. The process historian at Sappi Enstra has been logging
important variables from the APC system, but ideally automatic tools should be
used to do this (the system at Sappi Enstra still requires manual checking).
It is not recommended to fast track control projects, because this inevitably leads
to mistakes. Sadly this however is a trait at Sappi Enstra as funds and good
savings opportunities become available so unbudgeted projects are fast tracked.
This was the case for the first phase of this project and this had an effect on the
project. The result was the two separate phases, which did have advantages, but
in the end meant that the project stretched over a much longer period of time,
which has major drawbacks.
A mistake was to carry out the phase I design review in-house. The control
consulting company was not directly involved at the design review. During the
HAZOP study vital information was lost due to not making use of all the resources
available. Thus the project team should have been chosen more carefully and
relevant experts called on during these vital times of project implementation.
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The current procedure does not distinguish between process engineers and
control engineers and might be one of the biggest reasons control projects do not
always run as smoothly as other projects. In this APC project the process
engineer had to play a part in the project management, which is not ideal, as
segregation of duties is important to the success of a project.
It is not recommended to use a single company for measurement and control.

This was the case in this project as it was felt that it would be better to hold a
single company responsible than have vendors pointing figures at each other.
This should however be considered for future project procedures should
incorporate this idea, to prevent a reoccurrence of this.
The opportunities for improvements in the bleach plant were not formally ranked
although the Honeywell engineers wanted to tackle the oxygen stage first (it would
have greatest effect on the entire plant). However control on this stage was
relatively difficult so perhaps the easier opportunities should have been tackled
sooner.
Many of the problems that occurred in this project were most likely not due to
incorrect procedure, but rather due to the qualification and allocation of resources.
Many of the issues that hindered the project could have been identified earlier and
could have been resolved sooner, if a knowledgeable in house control engineer
was involved from the start. It is however also clear that had a more formal
control procedure been in existence the project would have run more smoothly.
• Other lessons to be learnt
ο The savings used to justify the project ended up being quite prudent and
in the future it is recommended that the initial savings put forward rather
be on the prudent side, while ensuring that the project is still viable.
Initially the savings where predicted to be much higher, which can raise
unrealistic expectations and be difficult to reach.
ο The sensor calibration became a bit of a nightmare. There was focus on

and off on the sensors, which meant that, they were calibrated and left
for a while, then calibrated again, but no confidence was gained in the
sensors because of this. It is recommended that regular (at least a few
86
times a day) laboratory samples be taken near the sensors for check
purposes and calibration. It is important to stabilise production as far as
possible to ease calibration. The process engineer ended up learning
how to calibrate the sensors and then training the instrument personnel.
The instrument personnel should take ownership of the sensors as early
as possible.
ο The testing for the communication between the old ABB450 controller
and the ABS controller was carried out on bench test equipment. This
however did not test the continuity of the connection or the loading that
the connection would place on the plant controllers. These proved to be
a major stumbling block. They not only caused delays but cost many
man-hours to correct these problems. It is recommended that simulated
connectivity test be carried out over a longer period of time, which would
more likely have detected the communication hang-ups. The existing
controller loading should have been checked up front, to ensure that it
would not be overloaded by the connection to the advanced process
control server. The Honeywell control engineer and the Sappi control
technicians spent a considerable amount of time sorting out the
communication between the ABB and ABS. Honeywell developed a
number of custom toolkits to enable suitable communication between
these systems.
ο The software had limitations that should have been dealt with earlier in
the project. The Honeywell control engineers were aware of this, but did
not force the issue. Sappi had to make a special request to enable the
full use of the model predictive controllers to be used in the bleach plant
ABS. This involved reconfiguration of the ABS. This caused major
delays on the project. It is recommended that the full capabilities of the
advanced control system be checked before purchasing. In some cases
the model predictive controllers have not been able to work inside ABS
because of software glitches. Sappi Enstra pushed Honeywell to
commission the model predictive controllers but could have done so
sooner.
ο The configuration of the model-based controllers was only considered

after commissioning the basic advanced control. This has its merits, as
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one could imagine how unstable the plant was without this, with the
problems associated with calibrating the sensors. However if preliminary
modelling had been carried out, perhaps the control strategy could have
been finalised earlier and been more effective. Multivariate statistical
process analysis could have been used as a tool for identifying
relationships between the various process variables and understanding
interactions between various variables.
ο The fact that the project took so long meant that production personnel
became sceptical and maintaining buy-in to the project was difficult.
Perhaps if the project had run more smoothly this would have been
different. Perhaps a few special team-building exercises would have
improved buy-in from production. The fact that four different production
managers worked in the bleach plant during this project did not aid in the
process. It was difficult to perform step tests and the basis of the
advanced control had to be explained numerous times.
ο An overseas contractor (former Honeywell employee during start of

project) held most of the knowledge of the ABS. This meant that
engineering was expensive and thus time was limited. Thus problems on
stepping the process and unstable plant conditions left local personnel to
sort out the fine-tuning and problems. There were three different local
control engineers assigned to the project from Honeywell, which did not
aid in the continuity and accountability of the project. There was no in-
house control engineer on the project and it is believed that had there
been a dedicated control engineer in-house the project would have run
much better. Sappi Enstra only has instrument technicians and DCS
programmers, but no true control engineers. It is recommended that the
Sappi group invest in a control engineering team to service all the Sappi
mills, as SASOL and AMPLATS have done.
ο The performance run was not carried out. The project was drawn out,
nevertheless a performance run is important and this is encouraged in all
projects. This is critical to the success of any project, showing that the
aim was achieved. Sappi felt that the evaluation could be carried out
using data gathered during the normal operation of the plant. The
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evaluation will be non-trivial because other process improvements have
been made to the bleach plant in the time of the APC project.
6.8. Recommendations to Improve Project Management
The Sappi procedure has shortcomings with regards to process control and
advance control projects. It lacks in detail as to the exact process for investigating
and implementing control projects. This is not surprising since the project
procedure is not aimed at control projects, but rather large capital projects. The
Sappi group should adopt a model such as the SASOL or AMPLATS control
project procedure model as soon as possible. This will aid in preventing further
mistakes in future projects involving process control. The cost of not doing this can
be extremely high as opportunities will be missed, time and money will be wasted.
The detail contained in the AMPLATS model shown in Figure 23 is important for
all control projects. A basic understanding of all the variables is essential. The
correct measurements must be in place to ensure effective control. The correct
objectives must be set to ensure that these are achievable. An understanding of
various control philosophies and the ease of integration into existing control
systems should be known as soon as possible.
It may be beneficial for Sappi to have a re-look at resources identified in the

project management procedure, specifically for advanced control projects. It
would definitely be beneficial to include control experts on control projects, but
control engineers will also add value to most capital projects, since these
inevitably involve control. This will enable more efficient control system design for
the Sappi group. A control engineer should be able to define which will be the
most suitable control technique for each control problem. Another valuable
resource that was not involved in the initial design review is an expert operator.
This resource will often prove invaluable and should be a part of the design team.
The project team must be chosen very carefully and relevant experts called on
during vital times of project implementation, such as the HAZOP and design
review. The segregation of duties in a project is vital as this aids accountability
and a team is generally more effective than a single man.
89
It is advisable to focus on key stages, rather than an entire plant in order to
understand the specific stage and problems associated with the stage as best as
possible.
The goal for each individual stage should be clearly defined. It is useful to have a
large target for many different stages, but this should be broken down into each
separate stage or process. It is important to rank the opportunities for
improvements in the plant and tackle those that are easiest to implement with the
greatest benefits first.
The control procedure should include a phase for thoroughly checking the
integration of the proposed controller to the existing controller. The loadings of the
current controllers and networks should also form a part of the overall system
integration.
Allowance should be made for tools that can automatically monitor the control
system. This will be important for Sappi, especially with very limited control
resources. Typically control projects fall into disuse fairly quickly if they are not
monitored and maintained, thus a maintenance scheme should be set up as part
of the project to ensure its ongoing success.
It is not recommended to use a single company for measurement and control. Do

not believe all the benefits and attributes that are promised in a control package.
Preferably check the control system in action and speak to the technical control
engineers with regards to its capabilities. Beware that salesmen and even
engineers may lead one astray in order to sell you the dream product that has to
be further developed to do all that was promised.
Control projects should not be “fast tracked”, as typically this leads to errors.
The service and maintenance of the project should not be left to the technical
department. There should be a dedicated team who take responsibility for the
service and maintenance of the advanced control systems. This is the case at
SASOL.
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6.9. Integration of Process and Control Engineering
The importance and integration of control engineering and process engineering

should not be overlooked when considering any project involving control.
Typically a process engineer has a basic understanding of control, which is

important, but as mentioned before a process engineer is not a control engineer
and will not be able to optimise the control used in any given project. Thus the
control engineer must work hand in hand with the process engineer to ensure that
the design of a process takes its controllability into account. This will ensure that
the process is controllable at the end of the day and will be controlled in an
optimal manor, which will result in greater profitability. It is much easier to
engineer the control elements into the original design, than to add them on later.
In this way dead time and lags can be minimised and advanced measurements
and controls can be used to stabilise and reap the most benefits from the system
in place.
Another major advantage of involving the control engineer in the design is that the
design will be optimised as control engineers have a better understanding of what
constraints can be pushed and what buffer capacity is required to take inter-
process interaction into account. Thus the design should end up being more
optimal and unnecessary over design could be avoided.
In this case study the process engineer worked closely to the contracting control
engineers, but this is not ideal, as one would want an in-house control engineer to
be able to liase with external control engineers (they will have a better
understanding of control engineering and will not be taken for a ride as easily as a
process engineer). The in-house control engineer has numerous benefits as
mentioned earlier, not least of which would be maintenance of advanced control
solutions and also would be able to be involved on an ad hoc basis with various
other projects that involve control and give valuable input on these.
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6.10. Summary of Mechanisms in place to Identify Conceptual Errors
As the design procedures outline there are various stage gates and documents
required that assist in avoiding conceptual errors on capital projects within Sappi.
The main mechanisms are as follows:
• Pre - feasibility study – which involves confirming the problem statement and
investigating various technologies and options to solve the problem;
• Conceptual Design – which involves preliminary design, the conceptual
design is conveyed to other personnel, but there is not always a formal
preliminary design review, which is an important mechanism. The process
control estimation is made during this phase of the project including loop
estimation, control strategy, field instrumentation, DCS requirements and
interfacing for the control.
• There is a stage gate after the initial investigation which allows the relevant
people to give preliminary approval of the project based on the investigation
thus far;
• The detailed design – which involves final design review and HAZOP;
• There is a stage gate after detailed design whereby the design package is
completed. This includes the risk evaluation, the design report, the project
evaluation proposal, and the final investigation report.
The above-mentioned mechanisms are important in identifying problems in the

conceptual design, but as was the case in the Bleach APC project, errors do
occur. Should this procedure not have been followed the amount of errors would
probably have increased. The other important note on these mechanisms, which
has already been stated, is that the mechanisms are only as effective as the
people participating in them. Thus the choice of the teams taking part in these
processes must be carefully chosen and encouraged to participate as much as
possible in order to avoid costly errors further down the line.
The mechanism does not focus on any specific field of expertise but control
engineering plays an important role in the conceptual and detailed design phase.
92
Training of inexperienced process engineers to follow the optimal design
procedures will no doubt enhance designs. Aside from training regular motivation
and insight into the importance of following procedures should motivate
inexperienced process engineers to follow procedures. This could be done in the
form of interactive sessions with videos or pictures of what happens when you
don’t follow procedures. Visual aids are more effective than notes or words.
Aside from training process engineers, it would be valuable to develop and
appoint control engineers that will optimise the control design process.
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7 Cost of Errors and Redesign
Obtaining approval for capital projects is challenging, however it is even more difficult
to get capital approved because of a design error. Thus it is important that all options
are explored and the final design should be as complete and as effective as possible.
There are two ways to achieve this is either through many years of experience and
learning from many errors or through following a clearly defined procedure which will
assist in identifying errors in the early stages of a project. These procedures are not
enough, they must be followed and the people with the appropriate skills and
experience should be used to make these procedures effective.
Cost to Rectify Errors
Phase in Project
Figure 25: Cost of Errors vs. Project Phase
As can be seen from Figure 25, the further the project has progressed the more
expensive it becomes to rectify errors. Hence it is important to involve the “best” team
early on in the project to prevent costly errors later in the project. Omitting an in-house
control engineer or not working closely enough with external control engineers on the
team for the Sappi Enstra APC project meant that a lot of time and effort was lost due
to errors that were made in the initial design phase of this project.
Table 5 highlights some of the errors made. In some cases it was fortunate that the
project process had not progressed too far (it was before orders were placed for
equipment) when certain changes proposed by the consultant were made and
additional risks were identified. Thus the direct cost impact was not great. However
the time lost had an impact on the total time of the project. This time loss has an
94
impact on the profitability of the mill as the savings that were predicted based on the
project were delayed.
Another cost incurred was due to a lack of resources. The project could have been
completed sooner if the necessary resources have been allocated to the project from
its inception. Time lost due to calibrations, OPC interfacing, step testing and
development of advanced controllers could have been reduced. In general the
commissioning could have been much more efficient.
Perhaps significant costs may be the costs to maintain the system due to the lack of in-
house expertise.
The actual cost of the errors that occur in any project is not that easy to estimate, but
the following two methods are recommended as a guideline:
• The first method is based on the predicted savings of the project, i.e. if the
project was going to save the plant R600,000 per year and it was delayed by
a year, the loss in savings can be considered to be R600,000. This may
seem harsh since the savings would not have been made if it weren’t for the
project, but in reality this is the effect on business, because the business has
invested the capital and is not seeing the anticipated returns. This is a simple
example, but one could take capital spent and the portion of benefits that have
been achieved into account.
• The second method could be used in conjunction with the first method. This
method is based on extra costs due to time delays. Typically the main cost
especially in advanced control projects is engineering time. This is not
cheap.(especially externally consultant costs). This cost can be calculated
based on the extra man hours required to complete the project.
These costs can change the outcome of a project and can determine whether it’s a
success or a failure. Thus these costs should be considered in order to achieve a
realistic idea of the outcome of the project as a whole.
Another commercial consideration is the costs savings associated with using efficient
design methods. Improved design methods have been discussed in detail and the
advantages of using better design methods have been outlined, but how does one
quantify the value of more efficient design. A suggestion is to monitor projects where
95
these improved design methods are used and compare them to projects that do not
follow the methods.
It is always difficult to compare two projects because no two projects are the same, but
deliverables such as meeting deadlines, completion within budget, completion without
a change of scope and finally meeting the estimated benefits could all be valued as a
percentage and combined into an index which rates the success of a project. These
could then be averaged for the projects following the better methods and compared to
the average of those that did not. This would be a long-term exercise, but will show
the benefits in the long term of using more efficient design methods.
The other problem with this is that the evaluation of the projects is normally not
objective and therefore only objective people should be used to carry out these
evaluations.
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8 Conclusions
Although many mistakes were made during the project management phase of the
APC project the project turned out to be a success. The standard deviation of the
brightness was decreased and the final brightness increased. The success of
implementing advanced control to the bleach is evident and compares well to benefits
achieved from adding an additional bleaching chemical to the bleach plant. This
illustrates the importance of advanced control in the optimisation of bleach plants.
The Sappi project procedure lacks guidelines with regards to control system design
and APC management. Numerous suggestions have been made on how to avoid
mistakes made in the case study. The main suggestions are as follow:
• The general Sappi project management procedures were comparable to

most other companies, however the major difference was that companies
such as AMPLATS and SASOL made provision for procedures for control
and advanced control projects. This is a gap in the Sappi project
management procedures. It is recommended that the project management
procedure be updated to incorporate control system and APC management
guidelines. This will no doubt save Sappi money in the long term, as
redesign and errors will be decreased.
• A major problem was identified in the resources used in the management of

control projects. It is believed that the advanced control project at Enstra
would have been executed more effectively if an in-house control engineer
had been involved from the beginning of the project. Ideally Sappi should
develop a team of control engineers to design and implement advanced
control and base layer control projects, as well as a control engineering team
to maintain and monitor existing advanced control platforms to ensure that
these run optimally.
97
9 References
1. "Case Study: Process Control System Development”, Department of Chemical

Engineering, Pretoria University, 2005
2. Dence, C.W., Reeve, D.W., "Pulp Bleaching: Principles and Practice", TAPPI
Press, 1996
3. DeWitt, S.A., Ulinder, J.D., Wang, P.H., “Oxygen Stage Advanced Control Using
Online Kappa Sensors”, TAPPI Proceedings of 1991 Pulping Conference, 1991,p:
325-335.
4. De Waal, P., CSP 732 Class notes, 2006.
5. Kubulnieks, E., Lundqvist, S-O., Sandstrom, P., “Control of Oxygen Delignification

based on on-line kappa number measurement”, Pulp and Paper Canada, 90:11
1989.
6. "Pulp and Paper Manufacturing, Third Edition, Vol. 5, Alkaline Pulping", T.M.
Grace, E.W. Malcolm, Editor, The Joint Textbook Committee of the Paper
Industry, TAPPI/CPPA (1989).
7. Sahr, R., “Inflation Conversion Factors for Dollars 1665 to Estimated 2016”,
http://oregonstate.edu/Dept/pol_sci/fac/sahr/sahr.htm#_Download_Conversion_F
actors_1 [31 May 2006]
8. Sappi Project Management Procedure – PM2
9. Sivasubramanian, R., Penrod, W.V.; "Computer Control for Third World

Countries: Fantasy or Reality?"; HCP, Aug 1990 pp. 84-L
10. Soliman, M., Balthazaar, A.K.S., Swartz, C.L.E. (2004) “Modeling and model-based
control of an oxygen delignification unit” Control Systems 2004 Conference, 2004.
98
10 Appendices
Appendix I - Data Correlation Matrix at Variable Production Rate
Table 6: Correlation matrix of 39 process variables at variable production rate
99
APPENDIX II - Calculations for Estimating Benefits of APC - Oxygen Stage
Calculations to Estimate Savings on APC Implementation on Oxygen Stage

O2 Soda Lab LP steam Gland Total
charge Brightness steam Savings
Units kg/ton % ISO kg/ton kg/ton R / annum
Average 35.95 60.62 35.87 10.80

Stdev 3.09 1.82 3.06 1.51
Upper Limit 40.0 62.0 45.0 15.3
Lower Limit 20.0 57.0 26.7 6.3
Common Variables for Calculations

Production UBBDTPD average budget 308.00
Assume APC used 50%
Assume APC decreases % stdev by 50% 50% 50% 50%

Actual stdev decreases to 1.54 0.91 1.53 0.75
Method 1 - (Sivasubramanian&Penrod,1990)
Assume % violating variable remains the same
Change in mean with APC 2.03 0.69 4.58 2.26
Saving kg/day 312 106 706 348

Saving R/day 749 851 28 14
Savings R/annum 273,417 310,565 10,306 5,088 599,376
Method 2 - (Sivasubramanian&Penrod,1990)
Vague specification limit
Change in mean with APC 2.55 1.50 2.52 1.24
Saving kg/day 392 232 388 192
Saving R/day 941 1,852 16 8
Savings R/annum 343,475 676,162 5,668 2,798 1,028,103
Cost of chemical R/unit saved 2.40 8.00 0.04 0.04
Method 3 - based on literture
Saving achieved in 1989 $/ton 1.6

CPI Factor (Sahr,2006) 0.615
Adjusted savings in 2006 $/ton 2.6
Exchange Rate (conservative) R/$ 6.0
Saving in R/ton 15.6
Savings R/annum 877,424
Table 7: APC Cost Benefit Calculation
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APPENDIX III - Monthly Progress of Advanced Bleach Control at Sappi Enstra
November 2002
Instability in final brightness was a major concern, especially during high white
grade runs on the paper machines. An investigation into process control based
on kappa and brightness was launched in Nov 2002. Sappi Ngodwana had just
commissioned an advanced process control system supported by Honeywell.
This project was initiated just after a major bleach plant rebuild at Enstra and it
was thought the pay back of improving the control would be able to be
determined more accurately, once Enstra’s upgraded plant was more stable.
December 2002
A visit to Ngodwana was most enlightening. The advanced process control

system from Honeywell offers Ngodwana a stability of +/- 0.5 brightness points
on final brightness under normal operation and +/- 1 brightness point including
start ups. Metso and Opaque were consulted with regards to supplying an
advanced control to the bleach plant at Enstra. A detailed survey and process
data of Enstra’s bleach plant was sent to Honeywell. This was used to
determine the benefits of their system at Enstra.
January 2003
An investigation into control methods that would increase stability in

brightness was well advanced. Other areas, which were concerns in
causing instability and low brightness, were being further investigated. The
upgrade in the pH control system would add stability to the DED bleaching
stages.
February 2003
An investigation report was issued on the 21 February 2003. A design

review was held on the 24 February 2003, and the MDT (multi-displinary
team) visited Ngodwana on the 25 February 2003. The design of the pH
control and flow measurement of the D2’s was still being further
investigated.
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March 2003
A HAZOP study for this project was carried out on 27 March 2003. The
outcomes of the HAZOP were minor changes to the design. The design
was being updated. Budget quotes were obtained for Capex purposes.
May 2003
The substitution for the Capex was approved for R1.6million at mill level and
was in circulation at head office. Concern over leakage of H2SO4 into the
repulpers through control valves was investigated. It was decided that the
use of control valves for H2SO4 was too risky, as they would eventually leak
through.
June 2003
The Capex was circulating at Head Office. Concerns were raised over the
justification the high returns. The justification was checked with up to date
plant data and was still believed to be a prudent estimate although the
returns were adjusted to be more prudent. The Capex had to be approved in
London because it was over R1.5 million. The PID's and process
descriptions were updated to incorporate metering pumps instead of control
valves for the pH control using sulphuric acid.
July 2003
The Capex was approved and the major items (the kappa sensors) were
ordered from Honeywell. Other orders were in progress. A follow up
HAZOP meeting was combined with a HAZOP on the change of scope.
Minor changes were required and everyone was satisfied with the actions
carried out on the previous HAZOP. Questions surrounding the pH control
strategy were investigated. The limitations of our process configuration
made it impractical to have a second addition point for sulphuric acid.
August 2003
102
Feed back on the design was received from Honeywell. Honeywell
suggested installation of pH probes on the E stages and caustic addition for
pH control on the D2’s. This was investigated and the suggestions were
found to be valuable. The savings on purchasing reconditioned sensors and
sharing spares with Ngodwana meant that these modifications could be
incorporated without additional capital requests. CRP liquor would be used
for correcting too low pH on the D2 stage pH and each E stage would
receive a pH probe above the dilution zone to ensure optimum control of the
CRP liquor to the E stage. Concerns over pH control metering pumps, lead
to the further investigation into the design of the pH control system. This
was checked with the set up at Ngodwana and Bleach Plant expert. The
specific type of metering pumps were changed from peristaltic to variable
positive displacement due to the large range of flow required; the electrical
complexities of the drives and forced cooling required for the peristaltic
pumps. The majority of the orders were placed and R 1.16 million was
already committed.
September 2003
R 1.35 million was committed to the brightness control project. Loop

numbers were updated in the process descriptions. A summary of the
changes was drawn up for training plant personnel, which commenced in
Sept 2003. The sensors were due to arrive mid October. The construction
on the bunded area for the sulphuric acid in the bleach plant was underway.
Thus commissioning was planned to take place in late October / November.
November 2003
The sensors arrived in November and installation was planned for the long
shut in December. Plans were confirmed with Honeywell, regarding the
calibration of the sensors. This would take place during the two weeks
following the long shut. In January the closed loop control was to be
commissioned. Prior to this the operators would have a much better eye on
what was happening to the process and data gathered during this time could
be used for tuning the closed loop controllers. The quote for the advanced
process control was received. The advanced control Capex was largely
complete, with a predicted increase in brightness of 0.2oE, which will result
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in about R1.4million savings per year. The plant modification package was
also in circulation, which includes the investigation report into the bleach
control improvements, and the APC proposal from Honeywell. The
instrumentation manager was planned to be the project engineer, working
very closely with the bleach plant process engineer. The programming for
the improvements in the bleach plant process control was underway. The
control of the degassing system was up and running. The pH probes on the
D2’s and the line 1E silo were calibrated and were indicating on the DCS.
The commissioning procedures were issued and training was completed.
January 2004
Most of the hardware modifications were complete, with the sensors and the
pH control being installed on the long shut in December 2003. A few
outstanding items were installed on the January shut namely the CRP lines,
sampling pots and flushing lines. A punch list was drawn up. Calibration of
the kappa / brightness sensors began in January. The plant modification
package was approved for the bleach plant APC. The blue copy of the
Capex was in circulation.
February 2004
Calibration of the kappa / brightness sensors was well on its way, their were
a couple of delays due to reduced production because of Copeland reactor
outage and injury to laboratory personnel.
March 2004
The range was changed on the pre-OXYGEN sensor, as the DCS reading
is not the same as the actual sensor reading. The I/O on post OXYGEN
brightness and kappa had to be switched, as the kappa reading was sent to
brightness and vice versa. The post E sensors were recalibrated as the
readings were out. A brief evaluation of other vendors for the advanced
control was done to ensure that Honeywell was offering the best solution.
April 2004
104
The kappa and micro-kappa readings were thought to be reliable, but the
brightness sensors were proving quite difficult to calibrate. The brightness
readings were recalibrated. The APC order for the Honeywell ABS
(Advanced Bleach Solution) was made and installation was planned for end
of July. A kick off meeting for the APC was held, after which the preliminary
project schedule was issued. Comments on the schedule from the
production and process side at Enstra have been returned to Honeywell with
regards to this. The computer hardware was finalised.
May 2004
The APC detailed design was underway, with issue for SAPPI review
planned for June. Honeywell was checking methods for writing modes to
ABB. The pre OXYGEN kappa sensor and both post E brightness sensors
were calibrated. Check samples were taken and the sensors appeared to
be unreliable. Honeywell was investigating the difficulty in calibrating the
sensors.
June 2004
Bleach process engineer and production manager reviewed the draft

detailed design for the ABS. The final design was presented to bleach plant
personnel. The hardware arrived from Dell and was connected to the OPC
server. Samples were taken for checks on all the Pulpstar sensors.
August 2004
This project was delayed because the load that the ABS placed on the DCS
slowed it down dramatically. The communication was checked with ABB in
the early stages of the project and was said to be adequate. The
programming on the DCS was cleaned up and a loading of the controller
was moved to the RTA board, which decreased the loading significantly.
The Pulpstars appeared stable. A problem was noted with dirty D1 liquor,
which will affect post OXYGEN brightness readings.
September 2004
105
Advanced control commissioning began. A problem occurred while writing to
the ABB controller from the ABS (the ABS could write to the ABB, but it hung
up after about 10 minutes). Another interface from IDXOnline also hung up
for 7-10 minutes every couple of hours while writing to the ABB OPC. ABB
was requested to sort this problem out as soon as possible, as the ABS
could not be left to control while these problems existed. IDXOnline also
worked on a solution to negate this problem. Step testing was in progress
on some of the chemicals, while the profit controllers on the production
balancing were almost complete. Planned completion of the commissioning
was October 2004. The consultant from US checked the kappa and
brightness sensor correlations and was happy with them. The sensors
would be used for feed forward control and the profit controllers on the
bleach ABS.
October 2004
The 800M solution for communications was completed. This involved

connecting the older ABB 450 controller via logs to a newer ABB 800M
controller, and then connecting the ABB 800M via OPC to the ABS
controller. Advanced control commissioning was nearly complete. However
the system had to run on 24 hours basis in order to stabilise the plant and
get step tests done. The ABS should be complete and ready for
performance run by mid November 2004. The sensors would be checked at
the same time as the step tests for the ABS profit controllers. The unstable
line 2 E silo level control was affecting the line 2 post E brightness sensor.
The Line 2 E silo level control valve was replaced and bustle dilutions
cleaned out. The Line 2 E silo level seemed more stable since this had
been done.
November 2004
The bleach plant was highly unstable during November, due to problems
with pitch, OXYGEN stage bleaching (blunt fluffer), electrical (transformer) /
communication (trips on ClOXYGEN and stops on Bleach plant). Thus the
ABS hardly ran during November, in an effort to stabilize the plant and
identify problems. Hence the step tests and final commissioning did not take
place as planned.
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December 2004
ABS step testing was put on hold until 2005, as production personnel
requested ABS be switched on in stage wise fashion and the ABS control
engineer would only be available in the new year for step testing. The ABS
control ran on the OXYGEN stage and production balancing since mid
December.
January 2005
The DED ABS chemical ratio control was switched on. The plant was
running smoothly with the production regulation and chemical ratio levels
switched on. Step tests were planned to commence after re-calibration of
brightness kappa probes. Checks were made on the pH and brightness
probes. These showed that the sensors do follow the trends of the lab
results, but a re-calibration exercise took place to get the sensors closer to
absolute lab values.
February 2005
Honeywell requested a month's notice to re-commence step testing due to their

need to reallocate resources while the Bleach plant was unavailable for step
testing. Sappi agreed that Honeywell should carry out step tests on week of
21st Feb 2005. It was felt that the OXYGEN stage feed forward and feed back
control should be commissioned on ABS before the rest of the feed forward and
feedback control of the DED was commissioned. This was because if the front
end of the plant could be stabilised it would be much easier to stabilise the
downstream processes. The post E brightness sensors and the post OXYGEN
brightness sensor were successfully re-calibrated. It was believed that the
production balancing and improvement in plant stability aided in calibrating these
probes. The pre-OXYGEN kappa sensor’s calibration was not convincing, thus
much time was spent on this. It was believed that the change in liquor carry-
over influenced by the reel bleed in affected the pre OXYGEN kappa.
March 2005
107
Step tests took place towards the end of Feb 2005 on the OXYGEN stage
soda. Unfortunately no useful data was gathered from the tests, which were
thought to be too short. However on checking plant data over a longer
period of time, looking at sensor and lab data, it was difficult to see the effect
of stepping the soda on post OXYGEN brightness. Two experts were
consulted overseas, and both suggest that at high soda charges overdosing
is causing alkali darkening of the pulp. A slightly modified control philosophy
was suggested for the OXYGEN stage. This was as it was previously
proposed, using feed-forward kappa to control soda with feedback pH, but
without feedback brightness. This was being commissioned on the
OXYGEN stage. Once this control worked, an investigation with regards to
using brightness, as feedback to adjust retention time would take place.
Time has been spent trying to establish models based on the plant data, but
the complex nature of the OXYGEN stage, made this difficult. It was hoped
that clearer models would become apparent once the pH was stabilised.
The updated plan was to stabilise the OXYGEN stage through feed forward
kappa and feed back pH control early in April, while at the same time,
commissioning the DED brightness and pH controls. The goal was to be
finished by end of April 2005. The Pulpstar sensors were recalibrated.
Samples of high kappa were taken towards the end of March.
April 2005
The pH control on the OXYGEN stage was started. The pH control on the
OXYGEN stage was working well, although regular crumbling on the HC
filter caused excursions and instability on the OXYGEN stage. The only
thing left to implement on the OXYGEN stage was to adjust the retention
time automatically based on the incoming kappa and outgoing brightness.
This however was under consideration by production personnel. The feed-
forward brightness on the ClOXYGEN on the D1 stages was running since
13th April. The feedback pH on the E stages was running since 15th April.
The D2 stage feed forward brightness was commissioned on 22nd April.
The results looked very promising with a considerable decrease in the
standard deviation (20-50%) and an average increase of final pulp quality of
(0.7 -2.5%). The outstanding work was to get the feed back working on the
D stages and the profit controllers working on the chemical addition. There
108
was a problem with limitations of the ABS software which had to be sorted
out before these could be commissioned. There was also a concern with
the reliability of the connection between the MWS (mill wide system) and PI,
which hangs up at inconsistent intervals. This will be essential to ensure
values from the D2 brightness lab samples are updated for the feed back on
the D2’s. Paracon were looking into this but it was not a priority with all the
SAP issues. Honeywell would draw up action plan on how to sort out the
remaining portions of the project. They claimed they were loosing money on
this project.
May 2005
Honeywell set-up a duplicate system to test the software problems and

needed to set up formal request to software developers to sort out problems
concerning the delay and profit controllers for the Enstra configuration. This
would take some time to resolve, an estimated time for resolution was by
October 2005. The problem in the connection between the PTS and PI had
been resolved.
June 2005
Honeywell organised a control consultant to come out from the US for three
weeks starting on 27th June to sort out as many of the remaining problems
as possible. Sappi however advised Honeywell of the long shut in July,
which would conflict with this. Sappi recommended that Honeywell bring
their consultant out to SA at least a month after the long shut in order for the
plant to settle down. This gave the software developers more time to fix the
software faults before the consultant arrived. Indications were that the
software faults should be resolved in time for consultants visit in September
2005.
July 2005
During the shut both the post E brightness sensor’s power supplies failed. It
was suspected to be caused by a power surge during the shut. These were
being repaired ASAP, as the consultant would need all sensors fully
operational for his work.
109
August 2005
All attempts were being made to repair the damaged power supplies and an
order was placed for new ones.
September 2005
Honeywell's consultant finished the configuration of the ABS model

predictive controls. The latest software was loaded. There were a few
loops, namely the pH and brightness control loops, which required further
step tests and fine-tuning while the plant was running at full production
under stable conditions. The power supplies were replaced while the
consultant was onsite. These sensors were recalibrated after installation of
the new power supplies.
November 2005
The finalised as-built documentation and backup software was received from
Honeywell.
January 2006
The ABS crashed during December 2005 and when it was restarted the
Oxygen reactor control went into a strange mode. Honeywell was asked to
sort this out before final payment was made.
March 2006
The E stage feedback pH control was fine tuned, as was the feedback
brightness on the D1 stages. The final payment was made to Honeywell as
no further problems with restarting the ABS have been experienced. The
project closure form was submitted. The advanced control can only work
with a reliable base layer control, various concerns on consistencies and
dome temperatures have meant that the controls have not been fully utilised.
110

CSP732 Example Case Study - Oxygen Stage Control Design and Project Management

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CSP732 Example Case Study - Oxygen Stage Control Design and Project Management

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CSP732

Process Control System Design

Oxygen Stage Control

Department of Chemical Engineering

D.F. Grobler (Student Number: 24446484)

P. Hart (Student Number: 25385535)

Case description & Flow Diagram (10) 50% 50%

Discussion of design documentation in use & critical

Identification of control problem & control objectives;

Comments on development of base layer control system,

Opportunities for advanced control (10) 50% 50%

Mechanisms in place to identify & eliminate conceptual

Quantifying cost of errors & re-design (10) 50% 50%

Creative recommendations to improve the project

Editorial (10) 50% 50%

Recommendations of improving Sappi’s project procedures and avoiding mistakes made

Keywords: Project Management, Oxygen Delignification, Base Layer Control, Advanced

Process Control, Project Procedures,

Project Contribution and Mark Sheet I

List of Tables VII

1.1 Basic Description of Oxygen Delignification at Sappi Enstra 1

1.2 Importance of Oxygen Delignification at Sappi Enstra 3

1.3 Literature Survey 4

2 Outline Control Problem 15

3 Base Layer Control 16

3.1 Oxygen Stage Data Analysis 16

3.2 Degrees of Freedom for Oxygen Stage 33

3.3 Proposed Base Layer Control for Oxygen Stage 34

4 Advanced Process Control 41

4.1 Advanced Process Control For Oxygen Stage 41

4.2 Predicted Benefits Of APC For Oxygen Stage 47

5 Actual APC Benefits 52

6.1 The General Sappi Procedure 54

6.2 Definition Of Sappi Model Phases 57

6.3 Project Documentation 61

6.4 Process / Control Engineering Procedures 63

6.5 Comparing The Sappi Model With Other Project 70

6.6 Execution Of Project At Sappi Enstra 74

6.7 Evaluation Of The Procedure Followed 84

6.8 Recommendations to Improve Project Management 89

6.9 Integration of Process and Control Engineering 91

6.10 Summary of Mechanisms in place to Identify Conceptual 92

7 Cost of Errors and Redesign 94

Appendix I - Data Correlation Matrix at Variable Production Rate 99

Appendix II - Calculations for Estimating Benefits of APC – O2 Stage 100

Appendix III - Monthly Progress of APC at Sappi Enstra 101

Figure 1 - Basic Flow of Oxygen Delignification Stage at Sappi 2

Figure 3 - Low consistency oxygen delignification process flow sheet 5

Figure 4 - High consistency oxygen delignification process flow sheet 5

Figure 5 - Effect of magnesium ion on selectivity 8

Figure 6 - Effect of temperature on oxygen delignification 10

Figure 7 - Effect of time, alkali charge and consistency related 11

Figure 8 - Effect of time, alkali charge and consistency related 11

Figure 9 - Main Cluster Tree of 39 process variables 25

Figure 10 - Cluster Tree of 10 process variables 27

Figure 11 - Screen plot showing the variation explained by each principle 28

Figure 13 - PCA Projection of Variables in 1x2 plane 29

Figure 14 - PCA projected contribution of variables in 1x3 factor plane 30

Figure 15 - PCA Projection of Variables in 1x3 plane 30

Figure 16 - PCA Projection of Variables in 2x3 plane 31

Figure 17 - PCA Projection of Variables in 2x3 plane 31

Figure 18 - Proposed Base Layer Control 35

Figure 19 - Proposed APC System 45