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USCCG Client Satisfaction Ratings (Through 05/06/08)
Overall Satisfaction 95.6 percent of USCCG clients expressed overall satisfaction with the firm with 82.6 percent saying they were “extremely” or “very” satisfied.
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"We are stronger as a result of USCCG'S involvement, and the systems they have helped us develop will enhance our competitiveness and ensure our position as a strategic business unit." – Explosives Manufacturer
Press Room: Library Of Articles
Where There’s A Mill There’s A Way
By Dean J. Carrier: Veteran paper makers know that no two mills are alike. Each is unique in its operating characteristics and history. Yet despite their differences, they all face virtually the same problems. Like how to do preventive maintenance and still meet production goals. Or, how to maintain quality without using too much kraft. Another thing they have in common is opportunity. Every mill-even the newest ones-can be operated more efficiently. You just have to look in different places for improvements.
No matter the mill, process optimization is still the name of the game. In today’s competitive environment, those mill managers that get it right reap the rewards while those who fail are shown the door. It’s no wonder that experienced consultants are more in demand than ever before. Take the case of a newsprint mill that found itself in a do or die situation. A money losing proposition with a problematic history. The mill had been closed by two previous owners and was losing money. A young and inexperienced management team was struggling with a series of inherited problems: poor process controls, high kraft usage and severe quality losses. Needless to say their fire fighting mentality did little to foster good union/management relations.
After months of failed initiatives and frustration, senior management turned to outside consultants for help.What the consultants did and how they did it. The first step was to bring the union on board so they would have a shared stake in the outcome. With that accomplished, suppliers were prevailed upon to help improve chip quality control. Next, statistical process controls (SPC) were installed followed by introduction of maintenance and operational planning to optimize production and minimize down time. Then, accountability and results driven reporting system was put into place throughout the operation. Finally, union and management job descriptions were redefined and both sides trained in leadership and management skills.
What was accomplished: The results were extraordinary. Kraft usage was reduced 20% without customer complaints. Machine efficiency increased by 2.6%, and maintenance overtime declined 17%. With improved utilization of resources, less down time and higher throughput, the mill is now profitable and facing a much brighter future. That was a pretty straightforward example of what a consultant was able to accomplish in the direst of circumstances. But not all situations or solutions are so clear. So, when is it appropriate to call in an outside consultant and whom do you call? The questions may be obvious but the answers may surprise you. Call In A Consultant Before You Have The Problem.
Too often mill managers wait until something goes disastrously wrong before calling for help. Usually by that time production is at a standstill and losses are mounting by the lost tonne. Generally, this situation can be avoided by taking corrective action before a crisis develops.But isn’t that expensive you ask? True, but it’s money well spent when you consider the alternative. Indeed the most efficient (and reliable) mills have begun to look at regularly scheduled check ups as an insurance policy against unplanned down time.
By carefully analyzing key performance data against mill and industry norms and observing the production processes on the floor, an experienced outside resource can not only spot early warning signs of potential trouble but also recommend ways to avoid it. Often times it’s seemingly small things that can lead to big problems down the line. Like the tolerances on a paper winder being just enough out of spec to cause an occasional false start, or minor variations in digester formulations leading to excess chemical usage. These subtleties are more readily apparent to a trained and experienced observer not under intense pressure to meet the day’s production goal. There’s another compelling reason to call in a consultant before one is typically needed. It’s in the area of preventive maintenance or planned down time. Ideally, preventative maintenance should be coordinated and conducted like a pit stop in the INDY 500 race. Every step should be scheduled and choreographed to avoid wasted time and energy.Yet all too often “planned” down time looks more like a fire drill with technicians scrambling all over each other trying to complete their assigned tasks without regard for others. As a result, essential maintenance is often not completed before the machine is pressed back into service only to break down another day.An outside consultant can help you avoid this problem by carefully planning and coordinating the preventative maintenance process. That way, if you’re going to take a machine down, at least you’ll get the benefit of greater reliability and efficiency when you start it up again.
Who To Call: There are a number of experienced consultants in the pulp & paper industry. Who you call will vary by who you know and who you trust to get the job done. But here are some general questions to ask that go beyond simply establishing their credentials: Are they able to establish a good professional working rapport with my key people? Are they able to quantify the economic value they can bring to the mill with a high degree of reliability? Do they roll up their sleeves and get the job done or expect me to implement their recommendations? Will I derive lasting value from their engagement? Are they willing to invest time getting to know my situation before I commit to hire them? Would their other customers hire them again?If your consultant doesn’t stack up well on these dimensions you may want to explore other alternatives. One of these, the company I work for, USC Consulting Group has completed numerous engagements on behalf of some of the best known and most admired mills in the pulp andpaper industry.Over the past decade we’ve never seen a mill that couldn’t be materially improved. Such is our confidence we maintain that “where there’s a mill, there’s a way.”Dean Carrier is an operations manager for USC Consulting Group which has over ten years experience consulting in the North American pulp and paper industry. USC has offices in Toronto and Montreal as well as in the U.S.
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