Step Changes in Potroom Operation Schedule at the Alcoa Deschambault Smelter

After nine years on a 36 hour schedule and two programs of creeping, the Alcoa Deschambault Potroom of faced the necessity of changing its organization for many reasons: the anodes butts were too small, the anode schedule was unbalanced, the iron content in the metal trends had increased, the metal tapping volume did not convene with crucible capacity and the liquid measurement task was delayed by tapping activities. A kaizen activity inspired the Potroom department to improve the organization. A team of 15 people including the process engineer, the process technician, team supervisors and Potroom operators developed a scenario, which would permit flexibility to creep pots if energy is available and an increase of added value production.This paper will describe the systematic approach, the communication method, the trials, the changes, and our success, along with the problems experienced by the team during the adaptation of Alcoa Deschambault Potroom organization over a 20 month period. Aluminium 2006 45th Annual Conference of Metallurgists ofCIM Montreal, Quebec, Canada Edited by