未来的纤维

面对纸浆与造纸领域中纷乱复杂的现状，Stora Enso 在中国的北海市从头开始建造了一座数字化工厂。

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客户当模拟办公室转型为数字化时，办公用纸需求的下滑给纸浆与造纸领域造成了冲击。Stora Enso 在数字化征程上锐意进取，已成为全球纤维行业中的规则改变者。我们与 Stora Enso 的投资与能源高级副总裁、充满热情的 Stora Enso 再造大使 Heinz Felder 博士谈论了有关在心态、组织机构和市场方面打破传统的话题。

推动 Stora Enso 踏上数字化旅程的关键时刻是什么？

大约在 10 年前，我们开始觉悟起来。当前，我们正处于一个纸张为王的经济环境中。我们的组织墨守着传统，而且稳定。持续稳定的增长让我们非常自信。突然间，出现了转向数字化的趋势，对纸张的需求开始下降。我们第一次发现自己尚未做好准备。更糟的是，我们变得更加脆弱，公司股价从 15 欧元降到 3 欧元的低点。

我们意识到必须要改变。我们做出了改变。我们开发了新的业务模型，开始了公司文化的转型，最重要的是，我们改变了自己的心态：2006 年，我们将数字化视为一种威胁；今天，我们知道数字化是一种机会。

Stora Enso 在数字化转型过程中所面对的挑战有哪些？

数字化本身并不是挑战，而是一个推动因素。它能让我们改进销售、运营效率和业务流程。挑战在于，我们需要重塑组织机构。如果我们想在日益数字化的竞技场上保持竞争力，就需要有非常短的而产品上市时间。这就意味着，我们的组织需要变得更快速、更敏捷且更加以客户为中心。这实际上是一个不断进行的工作。我们现在仍在探索如何通过一个强有力的商业案例对各领域中的数字化进行最佳优先排序，以及如何加速实施成功的试验项目。

重新思考不是一个方案，而是一种态度。

Heinz Felder 博士，投资与能源高级副总裁

为什么您选择西门子作为首个数字化工厂项目的供应商？

简单地说，是西门子的能力、持续性和承诺让我们做出这个选择。具体来说，我们正从传统的供应商关系转为生态系统和战略伙伴关系，尤其是在数字化项目中。这种紧密合作的一个结果就是，Stora Enso 在其历史中，在一个成长市场上做出了他们的最大单次投资 —

位于中国广西的 Greenfield 纸板厂这个数字化工厂。

西门子从我们在 10 年有了这个构想后就一直与我们在一起，从那时起就专心投入，应对挑战。我们商讨了覆盖整个项目的一个专门合同，涉及销售与处理。西门子提供从自动化到过程控制系统的工业物联网专门技术，并负责本地安装。当然，由于合作伙伴西门子了解纤维行业发展的推动因素，这对项目建设很有帮助。

这种重新构想为 Stora Enso 带来了什么？

我们对市场要开放得多。培育不断增长的消费市场（特别是亚洲和中国市场）现在是一个优先考虑的问题。我们正在开辟新的增长领域：可再生能源、包装、纺织以及（有点惊人的是）化学品。消费纸板和基于纤维的食品包装物领域中新出现的趋势是很好的例子。我们在中国的新数字化工厂主要生产液体包装纸板，这是一种高质量食品级包装物，有着快速增长的需求。这个智慧工厂使我们拥有了在中国和亚太市场上保持领先所需的灵活性。

阅读与 Stora Enso 的 Mikael Hannus 之间进行的有关木质素新用途的访谈。

阅读《The Magazine》中的访谈内容

团队为了实现一个具有远见卓识的里程碑目标，即安装 Stora Enso 的第一个全数字化工厂，西门子的六个业务部门无缝合并在一起。西门子团队负责在中国北海市的工厂现场执行工程、调试和安装监督。团队已为在 10 年持续时间内承担义务做好准备，这成为掌控多方努力时的一个关键因素：他们贡献了坚实的局部专门技术，保证了从构思直至完工的项目连续性。

更多了解西门子，阅读西门子的成功案例。

在 LinkedIn 上了解西门子动态

Engelbert Schrapp

Key account manager,
Siemens Global

As a key account manager, I am in a unique position. I have the freedom to look at the bigger picture, to be visionary and innovative in finding ways to achieve tangible value for both my customer and Siemens. This holistic mindset puts me on the customer’s side of the table. It allowed me to encourage Stora Enso to embark on their digital journey 10 years ago, and it allows me to be part of that on-going transformation today. The Tiger project let me step away from silos in both my personal and my professional life. I moved my family to Shanghai to more deeply immerse myself in the project. I was the only non-Chinese to cycle to work every day. Who knew riding a bike can be a great way of experiencing globalization.

Riding a bike can be a great way of experiencing globalization

Xu Jiong Yan

Engineering expert and project manager,
Siemens China

I joined the Tiger project as a local expert early in the intense 6-year preparation phase. We had to win the customer over package by package. We took power distribution, turbine, and process electrification. When we caught automation too, one week later, I saw our chance – to unleash the data power of a fully integrated mill-wide automation running on a PCS7 platform. Sometimes, when I look at Greenfield board mill today and picture the streams of data controlling it, I remember the vast stretch of red dirt it was built on, and it hits me: We created this. We set a standard for future digital factories not only in China but everywhere, and I helped make that happen. It’s a great feeling.

We did something, no one ever managed before

Lars Bråten

Project Manager DCS,
Siemens Germany

Our day-to-day work-relationship with Stora Enso was very close. Their confidence in us quite literally shaped the Beihai mill you see today. When we first designed its technical layout, I had a certain automation scope to deliver. At start-up, Stora Enso had substantially expanded their original order, entrusting us with running the entire site from a single process control system. When I see the performance data coming in, there are moments I want to congratulate both the teams of Stora Enso and Siemens all over again on their successful achievement. But in engineering, even a job well done is never over. Our next evolutionary stage now is MindSphere. We are now taking our control performance analytics to the next level – into the cloud.

Taking control performance to the next level

解决方案 Stora Enso 位于中国北海市的 Greenfield 纸板厂是一个拥有多项第一的工厂：纤维行业中的第一个全数字化工厂、中国第一个利用西门子全集成自动化系统的智慧工厂以及 Stora Enso 第一个具有里程碑意义的数字化投资。由西门子的交钥匙 SIPAPER 设施产生的附加价值帮助 Stora Enso 迈入亚洲的新增长市场，实现基于纤维的可持续食品级包装纸板生产。

Customer Centricity

The market demands for smaller lots and faster customer response. Lot size one enables flexibility and customer centricity with just-in-time production.

Operation

Building on SIPAPER and PCS7, our concept for remote-operation capability spans a digital space that includes turbine, process, infrastructure, power supply, and the board machine itself.

Safety & security

Totally Integrated Automation (TIA) gives our customers peace of mind: It makes workplaces in manufacturing in the digital age safer and more secure. The integrated safety concept increases the level of work and fail safety. The integrated security concept protects automation system and network, ensures system integrity and prevents breaches.

Cloud analytics

Data analytics – and the option to connect to MindSphere – stand at the heart of this fully-digital board mill. The system currently analyzes and optimizes about half of the 700 control circuits at the Greenfield Board Mill. An on-site team of experts, assembled by the customer specifically for this purpose, handles the integration of data analytics into daily operations at the plant.

Fit for the future with integrated automation

Four elements – turbine, SCADA, process, and drives – form the mill-wide automation system. Implemented during plant installation, the automation system is fully integrated enabling comprehensive and in-depth cloud analytics. It creates a powerful foundation for all future digitization projects at the plant.