1. OPERATIONS
July, 2007
Writer: Bob Harvey
ROLLED PRODUCTS PRODUCTION
Rolled products under produced to budget by thirty-seven thousand cartons. The
greater driver of the result was impacted by an overspend on casual labour and
the ensuing additional negative financial recoveries impact of under producing to
budget.
Perini - Ran at 84.93% (increase of 11.12% on last month)
• Over the course of the month we incurred downtime for the following
main reasons: (see graph below also)
 48 hrs web breaks
 25 hrs scheduled maintenance
 23 hrs changeovers
 18 hrs Bundler cut seal problems
 16.5 hrs parent roll changes
• OEE ran at 33.41%. An increase of 3.57% on last month.
(56% Availability x 97% Quality Rate x 62% Performance rate).
The increase has come from small increases in availability and speed.
 Assigning the shift fitters to the Converting Technical Manager
to identify downtime issues. Further work needs to be done on
this item.
 The new line meetings is providing a good communication tool
and leading to more consistent setup of the line.
 The rollers for the Rewinder will be installed August 16. It is
expected this will give further improvements in speed.
• Engineering support (electrical) is still in need of dramatic escalation if
this is to improve. To date, Merino has been unsuccessful in this
venture. Additional downtime will be incurred from awaiting trained
electrical support until this problem has been rectified.
• Project V has unified the Senior Operators. They are working on a
cleaning regime sub-project and have identified the top five downtime
drivers.
 Paper quality
 Operator skills
 Parent roll changes
 Too many changeovers
 Set ups need to be optimised.
We should undervalue the feedback from the crews on this point. Their
viewpoints are backed up with facts and data. They know what the
problems are and are keen to be actively involved in the solutions.
June, 2007

2. • The majority of the negative financial result for this line is due to not
recovering to budget. This will continue until we have our workforce
trained and our line well supported by a well-informed engineering
team. We are currently working towards this goal as a “TEAM”. Perini
will arrive on August 20 to deliver advanced operating and
maintenance skills to our engineering and operating personnel. We
expect to see a lift in performance in the following weeks subsequent
this specialised training.
• Additionally a change in the rostering and scheduling of this line and
line 2 has allowed an above budget capacity opportunity. We expect
to fully utilise this increased capacity to deliver an above budget output
to the business. Line 2 is now operating 7 days / week and Jumbo is
operating Monday to Friday, 10hrs per day, plus Friday overtime.
DowntimebyReasonCode
0
2
4
6
8
10
12
14
16
18
20
22
24
26
28
30
32
34
36
38
40
42
44
46
48
50
52
Winder , Paper
tor n/ webbr eaks
Scheduled
maintenance
Changeover Changeover , f ine
tuning
Bundler poor cut
seal
ChangePaper
Reel
Other , f ur ther
descr iption
r equir ed
Wr apper ,
unknown
Shif t cleanup Bundler , unknown
Total
Months Jul Shif tRepDate (All) WCNoBPCS 1309
Sumof myTime
ReasonDesc
Drop More Series Fields Here
Refresh Date
D O WNT IME FO R J ULY 2007
T O P 10
0.00%
10.00%
20.00%
30.00%
40.00%
50.00%
60.00%
70.00%
80.00%
90.00%
100.00%
110.00%
120.00%
Sum of Availability
Sum of QualityRate
Sum of Perf ormance
Sum of OEE
Linear (Sum of OEE)
WCNoBPCS 1309 Shif tRepItemNo (All) Shift RepShift (All) ShiftRepNo (All)
Shift RepDate
Dat a
Refres
h Data
O EE: J UNE 2 00 7
June, 2007

3. Jumbo Line – Ran at 54.98% efficiency
• The poor figures belie the result. This line was not scheduled to run
most of the month and was started up sporadically throughout the
month. With each start up comes a ramp up time of poor production.
No sooner had the line been settled, it was stopped so line 2 could run
out of stock products. This has been resolved with the introduction of
a new approach to scheduling the lines. In future this line will run Mon-
Fri 10hrs per day. The same operators will man it each day. This will
lead to consistent high efficiency runs.
Line 2 – Ran at 72.58% Efficiency.
• Efficiencies have dropped on this line during the month of July.
• In the first two weeks of the month, low sheet count products normally
scheduled on the Perini were moved to this line. It has been many
years since these products were run on this line and as such we
experienced set up and consistency issues throughout the weeks.
These issues will subside as more Perini products are moved onto
Line 2 and established settings can be determined.
• The changes to the roster did not deliver the expected lift in
performance. Key issues for this were the skills of operators were not
yet at the required level and each time the line was restarted we
incurred downtime issues relating to getting the line to operate
consistently. The change in roster in August allowing the line to run
24/7 with not stops to run the jumbo we expect will allow operators to
gain more experience in running the line due to the extended hours of
operational contact.
• Worn gearing on the Rewinder is limiting production by impeding line
speed. These parts arrived and are scheduled to be installed in the
first week of August. We will see and increase of 30% output on the
higher sheet count products such as 500, 850 & 1000 sheet rolls.
• The new roster allowing full time operation 7days per week with a
stable crew will allow us to focus our training more aptly. During July
the training and development focus was on the Jumbo as there were
skill deficiencies there.
Labour summary
• Two additional employees have been recruited to facilitate an above
budget increase in capacity for line 2 and Perini.
• The production lines will carry additional personnel to facilitate an
intensive training programme during July. The additional personnel will
be fazed out in early August and shift leaders will cover absent
employees whenever possible to reduce casual labour costs.
Quality
• There were 33 ncr’s submitted. The greatest impact came from electrical
failures in the mill which engineering are still attempting to resolve. The
other significant ncr reason and cost was due to poor quality paper from
the mill leading to two days of downtime on the Perini line alone. Costs
June, 2007

4. incurred include $5000 due to paper quality issues and $9,000 from
electrical failures on the mill.
Environmental
Resource Reduction Programme (R.R.P.)
Plastic: The implementation of a plastic recycling regime has not been
implemented. Alternative recyclers where interviewed during June with
the intention for a single company to manage all our waste streams. A
decision as to the successful tender is still outstanding with closure
expected this coming month.
Water Efficiency Team (W.E.T.)
Brad Storey is managing this project currently. See his report.
June, 2007