In an exclusive interview with Paper Mart, Mr. Shailender Kumar Singh, Vice President, Unit Head, Bhadrachalam, ITC PSPD, shares that the Bhadrachalam (BCM) unit has evolved into a highly automated and digitally enabled manufacturing facility through sustained long-term investments in process technology, automation, quality systems, and Industry 4.0 initiatives. He emphasizes that the company’s technology deployment approach is guided by the core philosophy of ‘People, Process and Technology,’ thereby solving business problems, and not just adopted for the sake of it. As a result, most of the technologies implemented at ITC PSPD deliver meaningful value and are actively used. Going forward, the company aims to further strengthen its data architecture and technology ecosystem to ensure it remains resilient, secure, and capable of supporting future innovations.
Paper Mart: Could you walk us through the current technology landscape in your mill, particularly the key systems deployed across process areas such as stock preparation, paper machines, automation, energy, water, and chemical control, and indicate whether these are fully integrated or implemented in a more selective manner?
Shailender Kumar Singh: ITC PSPD BCM Unit has evolved into a highly automated and digitally enabled manufacturing operation through sustained and long-term investments in process technology, automation, quality systems and Industry 4.0 initiatives over several years. We have consciously approached technology not as a collection of isolated tools, but as an integrated capability that supports safety, quality, productivity, sustainability and business competitiveness.
Across stock preparation and paper machine operations, advanced DCS and PLC-based control systems form the backbone of process automation. Automated refining controls, process historians, and AI/ML-based chemical dosage optimization systems help us manage the inherent variability associated with input furnish mix and fiber processing while ensuring process stability and quality consistency.
Our paper machines operate with a comprehensive automation stack that includes DCS, PLCs, Quality Control Systems (QCS), Advanced Process Control (APC) applications, Manufacturing Execution Systems (MES), web inspection systems and closed-loop controls for critical quality parameters. These systems enable us to maintain high levels of product consistency even at increasingly demanding customer specifications.
In utilities and energy management, we have deployed mill-wide energy monitoring systems, network load balancing capabilities and process optimization solutions. Similarly, for water management and environmental performance, we leverage mill-wide dashboards, online monitoring systems and analytical platforms that provide real-time visibility into key performance indicators and enable rapid root-cause analysis whenever deviations occur.
For chemical control, we have moved beyond traditional rule-based approaches in several areas. AI and machine learning models are used to recommend optimum dosage strategies based on incoming raw material characteristics, process conditions and target output properties. This allows us to proactively manage process variability while balancing quality, cost and sustainability objectives.
Beyond manufacturing, digitalization extends into warehousing, logistics and supply chain operations as well. Automated Storage and Retrieval Systems (ASRS), Transport Management Systems (TMS), advanced planning platforms for demand and supply planning, and internally developed dispatch planning solutions have strengthened visibility and decision-making across the value chain.
From an integration perspective, the maturity is particularly high at the process-control level. Systems such as DCS, QCS, APC, MES and our centralized data historian are tightly integrated and operate as a connected ecosystem, enabling seamless data flow, advanced analytics and real-time decision support. At the broader enterprise level, integration across wood procurement, pulp manufacturing, paper production, utilities and customer-facing supply chain processes continues to evolve. This journey is being strengthened through phased deployment of digital platforms and the development of a modern data reference architecture that creates a scalable backend layer capable of integrating diverse technologies in a secure and sustainable manner.
Overall, our focus has been on building an integrated digital foundation that not only improves current operational performance but also provides the flexibility required to adopt future technologies and business requirements.
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PM: How would you assess the extent to which your installed technologies are being optimally utilized in day-to-day operations, and what factors, in your experience, prevent full utilization of these systems?
SKS: Today, the core automation systems deployed across the mill have become an integral part of day-to-day operations. In many ways, they form the backbone of how we run our processes. Over the years, as the workforce has become increasingly digitally enabled, systems such as DCS, QCS, APC, MES, web inspection platforms and process historians have become deeply embedded into operational routines. These systems are no longer viewed as standalone technologies but as essential enablers of process stability, safety, quality consistency and production reliability.
Beyond traditional automation, we have also seen significant adoption of advanced analytics, image and video analytics and AI/ML-based solutions. For example, machine learning algorithms are used to recommend optimum chemical dosages in pulp manufacturing, while process optimization systems help establish golden operating ranges for critical production parameters. Similarly, real-time reporting platforms, root-cause analytics tools and predictive models provide visibility into process performance and support faster decision-making.
One of the principles that has guided our digital transformation journey is that technology deployment cannot happen in isolation. Whenever we evaluate a technology, we look at it from three perspectives. First, the technical value it can create. Second, how we build the capability within the operating teams to effectively use and sustain it. And third, how it integrates into existing operational workflows. This approach helps ensure that utilization is not an afterthought but an inherent part of the deployment process itself.
Having said that, technology adoption is never a static destination. While core automation systems have reached a high level of maturity, there are newer technologies such as advanced IoT deployments, edge analytics applications and emerging AI use cases that are still evolving. Their adoption levels naturally vary depending on the maturity of the use case, operational relevance and the confidence built around the solution.
In our experience, factors limiting full utilization are rarely technology-related alone. Inherent process variability, particularly in an agro-forestry based industry, continues to be a challenge. Building digital capability across a large workforce, ensuring continuous change management and maintaining trust in AI-driven recommendations require sustained effort. Additionally, the reliability and maintainability of digital infrastructure remain important considerations, as adoption ultimately depends on the confidence that operators and engineers have in the accuracy and consistency of these systems.
Overall, we see utilization as a continuous journey rather than a one-time milestone. As technologies mature and user confidence grows, their role in day-to-day operations naturally expands, creating further opportunities for value generation.
One of the principles that has guided our digital transformation journey is that technology deployment cannot happen in isolation. Whenever we evaluate a technology, we look at it from three perspectives. First, the technical value it can create. Second, how we build the capability within the operating teams to effectively use and sustain it. And third, how it integrates into existing operational workflows. This approach helps ensure that utilization is not an afterthought but an inherent part of the deployment process itself.
PM: In your view, which technologies or systems within your mill are currently underutilized or not delivering their full potential, and what are the underlying reasons: whether operational, economic, skill-related, or linked to process variability?
SKS: At ITC PSPD, our approach towards technology deployment follows the core philosophy of – People First, Process Second and Technology Third. As a result, technology investments are typically undertaken only after there is a clear understanding of the business problem being solved and a strong alignment with operational requirements. This significantly improves adoption and reduces the likelihood of technologies remaining underutilized.
Our digital teams work very closely with operating teams to understand pain points and identify opportunities where technology can create meaningful value. Solutions are generally deployed only after we have confidence in their reliability, accuracy and ability to address a real business need. Consequently, most of the technologies that have been implemented today are delivering value and are being actively used.
However, there are certain areas where technologies continue to evolve and are yet to realize their full potential. Predictive maintenance is one such example. While we have achieved encouraging results in specific applications, scaling predictive maintenance across all equipment categories presents unique challenges. In highly reliable manufacturing environments, unplanned downtime events are already relatively infrequent. While this is operationally desirable, it creates challenges from a data science perspective because machine learning models require sufficient failure data for training and validation. Limited failure events can result in lower model confidence, higher false positives and difficulties in accurately demonstrating value.
Similarly, newer technologies such as enterprise-wide optimization platforms, workflow automation tools and generative AI solutions continue to be evaluated selectively. While these technologies hold tremendous promise, their effectiveness depends heavily on identifying use cases where the business impact justifies the investment and operational effort required for deployment.
In some cases, underutilization may also arise because processes continue to evolve over time. Changes in raw material characteristics, process conditions or market requirements can alter the relevance of certain analytical models or optimization algorithms. Continuous recalibration and feedback from operating teams therefore become critical to sustaining value.
Ultimately, our experience has shown that technology utilization is rarely constrained by technology itself. More often, it is influenced by factors such as process complexity, data availability, business relevance, operational priorities and the effort-to-reward ratio associated with a particular use case. Therefore, maintaining close collaboration between technology teams and operations remains central to unlocking long-term value from these investments.
PM: Despite increasing levels of automation, are there specific areas where manual intervention continues to play a significant role in your operations, and what drives the need for such overrides?
SKS: The pulp and paper industry is inherently complex, and while automation has transformed the way modern mills operate, there remain several areas where human expertise continues to play an important role. For instance, over the years, automation has delivered significant benefits in areas where process conditions are stable, measurable and suitable for closed-loop control. However, there are also situations where operator judgment, experience and contextual understanding remain invaluable.
Examples include grade change management, handling process upsets, trialing new specialty chemicals for various products or NPD and responding to unusual operating conditions. These situations often involve multiple interacting variables and dynamic process behavior that cannot always be fully captured through conventional automation strategies.
The need for manual intervention is typically driven by high process sensitivity, changing input conditions and the requirement to balance multiple operational objectives simultaneously. In such situations, experienced operators/managers on shopfloor are often able to interpret subtle process signals, contextual information and practical considerations that may not yet be fully represented within automated control systems.
Our approach is therefore not necessarily to automate every decision. Instead, we focus on augmenting human decision-making through digital technologies. In many cases, recommendation engines, advanced analytics platforms and AI-based advisory systems can provide operators with better insights and decision support without requiring full autonomous control. This allows us to combine the consistency of automation with the experience and judgment of our workforce.
We believe that the future of industrial operations lies not in replacing human expertise but in enhancing it. As AI and advanced analytics continue to mature, we expect many of these currently manual activities to become increasingly supported by intelligent decision-assistance systems. However, the human element will continue to remain an important part of managing complex manufacturing processes, particularly in industries characterized by significant raw material variability and demanding customer quality expectations.
PM: Which sections of your mill continue to face the greatest operational challenges or variability despite the presence of modern equipment and systems, and what are the key issues you encounter in these areas?
SKS: One of the important realities of the pulp and paper industry is that operational variability is not always a function of the technology deployed. Even with world-class equipment, advanced automation systems and sophisticated control strategies, variability remains an inherent part of the business because the primary raw material we process is wood, which is a natural material with significant variations in species, age, moisture content, fiber characteristics and seasonal availability.
At the same time, customer expectations demand greater consistency in quality, tighter specifications and superior performance characteristics. As a result, one of the industry’s biggest challenges is managing natural variability while consistently delivering uniform product quality.
In our view, the objective of technology is not necessarily to eliminate variability altogether but to build flexibility and adaptability into the manufacturing system. In fact, as we strengthen our engineering capabilities and introduce more advanced technologies, we often are able to challenge our systems by making the process intake greater raw material variability which saves preprocessing costs, enables us to take a wider range of decisions by eliminating process constraints and is good from a sustainability standpoint.
A good example is our pulp manufacturing process. Through advanced automation, auto machine learning-based chemical optimization and robust process controls, we have developed the capability to process a wider range of wood and furnish combinations while maintaining industry-leading quality consistency. This flexibility becomes particularly valuable during periods of raw material constraints or changing supply conditions.
Similar operational challenges continue to exist in areas such as furnish variability management, stock preparation, paper formation, coating consistency and moisture control. Fiber characteristics can vary significantly depending on the incoming raw material mix, and these variations can propagate downstream unless appropriately managed.
To address these challenges, we have deployed a combination of advanced process controls, automated chemical dosing systems, machine learning algorithms and real-time quality monitoring solutions.
Similarly, our quality automation platforms provide continuous visibility into product quality and allow operators to identify and correct deviations before they impact the end product. The result is a manufacturing system that is not only more efficient but also significantly more adaptable to changing operating conditions.
Therefore, while variability remains an inherent characteristic of the industry, we increasingly view it as an opportunity to strengthen our operational capability and improve the flexibility of our manufacturing processes.
The technological approach is not defined by a preference for either incremental improvements or large-scale modernization. Instead, we evaluate each opportunity on its own merits. Factors such as expected ROI, scalability, operational impact, strategic importance and future readiness all influence the investment decision.
PM: How effectively are different systems within your mill (such as process equipment, automation platforms, chemical dosing, and utilities) integrated with one another, and where do gaps in coordination most impact overall performance?
SKS: Integration maturity has evolved significantly over the years and today represents one of the key strengths of our digital transformation journey.
At the process and equipment level, integration is highly mature. The entire manufacturing process is governed through DCS and PLC-based automation systems, ensuring seamless coordination between equipment, control systems and process operations. These systems are further connected to centralized historian platforms where operational data is continuously collected, contextualized and made available for advanced analytics and decision support applications via our Process Historian and Data Lake architecture.
This creates a strong vertical integration architecture, where data flows seamlessly from the shop floor to analytical platforms and back into operational decision-making processes. Advanced process control systems, quality control systems, MES platforms and optimization applications are all connected through this digital backbone, enabling near real-time visibility and control across manufacturing operations.
Where the next phase of opportunity lies is in horizontal integration across functions and value streams. While significant progress has already been made, integration across utilities, pulp manufacturing, recovery operations, paper machines, supply chain systems and customer-facing processes continues to evolve.
Over the last two years, strengthening these interconnections has been a major focus area. The objective is not simply to connect systems but to create a common operating framework where decisions made in one area are automatically evaluated for their impact across the broader value chain. This becomes increasingly important when optimizing interconnected KPIs related to energy, water, production, quality and sustainability.
To support this vision, we are also working in a modern data reference architecture that provides a scalable and secure foundation for future integration. As digital maturity increases, we expect the distinction between individual systems to become less relevant, with operations increasingly managed through integrated platforms that enable enterprise-wide visibility and optimization.
While vertical integration can be considered highly mature today, horizontal integration remains an important area of continuous development and represents one of the key levers for future value creation.
Technology investment decisions are rarely a choice between cost and performance alone. In our experience, the right balance is achieved through a careful evaluation of business impact, scalability, strategic relevance and long-term value creation.
PM: Over the past three to five years, what measurable improvements have you achieved through technology deployment in terms of energy efficiency, water consumption, chemical usage, productivity, or product quality, and could you share specific examples or figures where possible?
SKS: Over the last five years, technology deployment has become an important contributor to our operational excellence journey and has delivered measurable improvements across productivity, quality, sustainability and financial performance.
In the area of energy efficiency, multiple digital initiatives have helped optimize power consumption across manufacturing processes and utility operations. Advanced monitoring systems, process optimization tools and energy management platforms have enabled better visibility into energy performance and supported targeted interventions across critical equipment and processes.
Water management has similarly benefited from increased digital visibility. Mill-wide monitoring systems, dashboards and analytical tools provide real-time tracking of consumption patterns and support proactive identification of improvement opportunities. These capabilities have strengthened our ability to manage one of the industry’s most important sustainability metrics.
One of the most significant applications of advanced analytics has been in chemical optimization. We have deployed machine learning-based systems that evaluate incoming raw material characteristics and process conditions to recommend optimum chemical dosage strategies. These applications extend across pulping, bleaching and paper manufacturing operations and have helped improve both cost efficiency and process stability.
From a productivity perspective, we have implemented golden batch and process optimization systems that help identify the most effective operating conditions and ensure greater consistency in production performance. By continuously monitoring process behavior and recommending corrective actions, these systems contribute to higher operational stability and improved asset utilization.
Quality has also been a major area of focus. Our web inspection systems, image analytics platforms and quality control systems operate at extremely high machine speeds and provide real-time visibility into product quality. These systems are integrated with offline laboratory measurements, enabling detailed quality traceability at reel and jumbo levels. This not only improves defect detection but also enhances our ability to understand process-quality relationships and proactively prevent issues.
Collectively, our digital transformation initiatives have delivered a measurable impact on business performance through operational savings, productivity enhancement and process optimization. At the same time, these initiatives have strengthened our sustainability performance through ~300k MT of CO2e reduction and supported our broader objective of building a more resource-efficient manufacturing ecosystem.
While the benefits achieved so far are significant, we continue to view digital transformation as an ongoing journey and remain focused on identifying high-impact opportunities that can create both operational and strategic value.
PM: Have there been instances where technology investments did not deliver the expected outcomes, and what lessons have emerged from those experiences in terms of selection, implementation, or integration?
SKS: ITC PSPD’s digital transformation journey has always been guided by a clear philosophy: technology should be deployed to solve a business problem, not for the sake of it. As a result, we have generally been able to ensure that investments deliver meaningful value and are aligned with operational priorities.
Before any significant technology deployment, we invest considerable effort in understanding the business need, validating the use case, assessing technical feasibility and establishing ownership within the operating teams. This disciplined approach has helped minimize the risk of large-scale investments failing to deliver expected outcomes.
That said, over the years, we have learned that the success of a digital initiative depends just as much on people and processes as it does on the technology itself. Strong business ownership, early involvement of operators, effective change management and continuous governance are often the factors that determine long-term success.
Another important learning has been the need to validate solutions in a phased manner before scaling them across the organization. Pilot deployments allow us to refine models, improve integration with existing processes and build confidence among end users before wider adoption.
We have also learned that technology should complement existing workflows rather than create parallel systems that increase complexity. The most successful solutions are typically those that become seamlessly embedded into daily operations and are viewed by users as part of their normal way of working.
Overall, while individual projects may present implementation challenges or require multiple iterations before reaching maturity, our experience has reinforced the importance of maintaining a structured, value-driven approach to technology deployment.
PM: When planning technology upgrades or investments, how do you approach the balance between cost and performance, and do you typically favor incremental improvements or more integrated, system-wide modernization?
SKS: Technology investment decisions are rarely a choice between cost and performance alone. In our experience, the right balance is achieved through a careful evaluation of business impact, scalability, strategic relevance and long-term value creation.
As a manufacturing organization, we naturally place significant emphasis on ensuring that investments generate measurable outcomes. Consequently, we often favor phased and incremental improvements where value can be demonstrated quickly and risks can be managed effectively. This approach allows us to continuously improve operational performance while maintaining strong financial discipline.
At the same time, there are opportunities which require broader modernization efforts to unlock transformational value and create the foundation for future competitiveness. In such cases, we pursue integrated system-level upgrades when the strategic rationale is compelling and the long-term benefits are clear.
Therefore, our approach is not defined by a preference for either incremental improvements or large-scale modernization. Instead, we evaluate each opportunity on its own merits. Factors such as expected ROI, scalability, operational impact, strategic importance and future readiness all influence the investment decision.
Over the years, this balanced approach has allowed us to build digital maturity progressively while also making targeted investments in transformational capabilities when required. We believe this combination of pragmatism and long-term vision is essential for sustaining competitiveness in an increasingly dynamic business environment.
Also Read: JK Paper’s Technology Deployment Relies on Effective Utilization, Integration, & Continuous Performance Monitoring
PM: Looking ahead, what do you believe will drive the next level of efficiency and competitiveness in Indian paper mills: greater adoption of new technologies, better utilization of existing systems, or stronger integration across processes? What specific changes would make the most meaningful impact in your own operations?
SKS: The next phase of competitiveness in the Indian paper industry will not be driven by any single technology. Rather, it will emerge from a combination of better utilization of existing systems, stronger integration across processes and selective adoption of advanced digital capabilities.
Many organizations already possess a significant technology foundation. The greater opportunity now lies in unlocking more value from these investments by improving connectivity, integration and decision-making across the enterprise.
For us, one of the most important focus areas is the continued evolution of closed-loop optimization systems. Over the past several years, we have developed numerous analytical models and optimization algorithms. The next step is to progressively move towards greater levels of autonomous decision-making where appropriate as the confidence in these systems increases.
We also see significant potential in creating more comprehensive and interconnected digital representations/Digital Twins of our manufacturing processes that can support simulation, optimization and scenario planning. Such capabilities can help improve operational agility while reducing risk and resource consumption.
Another key priority is integrated KPI optimization across value streams. Traditionally, manufacturing functions have often optimized individual processes independently. The future lies in understanding and optimizing the interactions between energy, water, quality, productivity, sustainability and cost across the entire enterprise.
Equally important is workforce capability development. As technologies become more advanced, building digital fluency across the organization will be essential. Data-driven decision-making must become embedded not only within specialist teams but across all levels of the organization.
Supporting all of these ambitions is the need for a modern, modular and scalable digital core. We are therefore continuing to strengthen our data architecture and technology ecosystem to ensure that it remains resilient, secure and capable of accommodating future innovations.
Ultimately, we see digital transformation not merely as an operational improvement initiative but as a strategic lever that enhances productivity, sustainability, agility and competitiveness. The organizations that successfully combine process expertise, engineering excellence and digital intelligence will be best positioned to thrive in the next decade of industrial transformation.
