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STOCK PREP OPERATING PROBLEMS, WORKLIF€ ISSUES & NONCONFORMANCES TO PRINCIPLES RANK ARBITRARY PROBLEM < NUMBER PROBLEM STATEMENT/ISSUE ALREADY ADDRESSING METHOD REPRESENTATIVE(S) TO GIVE INPUTS 1 We don't chemically clean evaporators on Lines 1/2 resulting in build-up of slime and tobacco deposits & unknown/unquantified operational effects. 2 We are unable to control consistency in the stock Yes SIT C&I Team Jeff Simpson discharge tank on Line 1 resulting in excessive Keith Moring variation in refining & consistency in our product Junie Ancess delivered to customer (Machine Room). Alan Tudor 3 Oversized broke feedback pump on Line 3 results in Yes PDMT C&I Team Bob Cummins excessive repair cost and downtime. 4 Chute design on spare Sharples causes build-up of Yes ACT Proposal Sandra Hanks nitrates on the chute resulting in a housekeeping (Maint. backlog) Joe Sharkey and worklife issue on Line 3. ,0 5 The evaporator cleaning schedules on Lines 1 and 2 are inconsistent and on Line 2 may induce variation in CEL sols. as well as worklife and downtime issues. 6 There are inconsistent SOP's on the three lines as relates to controlling stock levels in S/C and M/C and how these levels relate to MR shutting down and restarting after a shutdown (feast or famine). 7 CFT & EFT Sludge parameters on Line 3 vs. Lines Yes SPC System 1 & 2- inconsistency across lines resulting in Brainstorming lack of uniformity. 84ee4EPime~ management is not adhering to Principle #7 - NOTE, IF ANYONE VOTES ON THIS PROBLEM, GIVE A SPECIFIC EXAMPLE OF IT! !! ~/~~p~+~?~ o'aArvio,.D s-rs4Nn,aZl,> z,4,.z;,.J ZL5tGLVZnZ Page 1

RANK STOCK PREP OPERATING PROBLEMS, WORKLIFE ISSUES & NONCONFORMANCES TO PRINCIPLES ARBITRARY PROBLEM ALREADY REPRESENTATIVE(S) NUMBER PROBLEM STATEMENT/ISSUE ADDRESSING METHOD TO GIVE INPUTS 9 Operating procedures and/or philosophies and practices within Stock Prep are inconsistent across the three lines - NOTE, IF ANYONE VOTES ON THIS PROBLEM, GIVE A SPECIFIC EXAMPLE OF IT!!! 10 The A/C thermostat for the Line 3 Control Room is Yes PDCA Problem- Mark Mills being adjusted too frequently causing a worklife Solving issue from shift to shift, individual to indivi- dual as relates to human comfort. 11 The crystallizer deck surface on Line 1 is a Yes Quote Received Debbie Jenkins housekeeping problem - peeling, cracking, etc. (Budget backlog) 12 We carry too much DN inventory on Lines 1/2 Yes SIT C&I Team Lance Pullancb which makes cleaning tanks a problem. 13 The responsibility for and frequency of cleaning Yes New Operational Debbie JenkiF T- the new tanker pad is in question resulting in Procedure & 0 unclear expectations. o ~ 14 Refiner Plate life on Lines 1/2 is too short Yes SIT C&I Team Debbie Jenkisis~ resulting in downtime and excessive co_st. Joe Shark4 15 There is no hot water flush line from the evaporators to the CEL tanks on Line 1 resulting in plugged lines and worklife issue. 16 Lines 1/2 are still taking press cake samples and sending them to Lab for total solids analysis. This information is put on System's Report but nothing is being done with the data; why is it necessary to continue? Page 2 cv

STOCK PREP OPERATING PROBLEMS, WORKLIFE ISSUES & NONCONFORMANCES TO PRINCIPLES ARBITRARY RANK PROBLEM ALREADY NUMBER PROBLEM STATEMENT/ISSUE ADDRESSING S 17 Changes in Pulper consistency on Lines 1 & 2 are Yes reacted to differently by the Operators; Line 1 Operators change pulper consistency via dilution, Line 2 changes press speeds, etc.; same problem, different/inconsistent solutions. 18 EFT sols. on Line 1 is consistently high which Yes may be influencing carryover to cooling towers and increased water flows. 19 Line 1 water flows are high; Stock Prep Supvs. are Yes the only ones being called to investigate and take action when problem is often found elsewhere; also limits on water flow charts are questionable. 20 SPC System chart interpretations are inconsistent Yes from shift to shift, both operators and Supvs. on all three lines; Principle #5 nonconformance; SPC Specialist needs to retrain as necessary personnel on chart inter retation p . .3~ 21 Stock Prep Supvs. are the only ones who have not been to the River House for a meeting. 22 A sufficient number of operational radios does not exist to support Stock Prep operations on all three lines. 23 There is uncertainty as to the gameplan for the future of Supvs. and alignment = 1 area vs. 2 areas. 24 There are no drain/pump lines to the tanker for i9 CEL on Line 1; no capability to send CEL to tanker (pump and piping needed). 25 The offices on Lines 1 & 3 are too small and the Yes furniture is insufficient. REPRESENTATIVE(S) METHOD TO GIVE INPUTS SIT C&I Team Jeff Simpson Keith Moring Junie Ancess Alan Tudor PDCA Problem- Bob Cummins Solving PDMT C&I Team David Mertz Debbie Jenkins SPC System Alan Tudor Brainstorming Debbie Jenkins 'o, o o New Furniture L3 Debbie Jeng# Satellite Shops L1/2 ~ t4S~~4VZ0Z Page 3

STOCK PREP OPERATING PROBLEMS, WORKLIFE ISSUES & NONCONFORMANCES TO PRINCIPLES ARBITRARY RANK PROBLEM ALREADY NUMBER PROBLEM STATEMENT/ISSUE ADDRESSING rea Cleaning Schedules are not turned in to 46 Sharkey; not supplied to Optrs. by Supvs.; not collected by Supvs. from Optrs.; thrown away; Supvs. don't/can't verify what's been done; Optrs. can write down anything; why not document on Action Report when things are cleaned. 27 There is an inadequate supply of hot filtered water on Line 1 for cleaning resulting in a housekeeping and worklife issue. - 28 We have a problem controlling dilution to the Yes presses when 1 press line is down (bladder valves) resulting in overflow of conveyor, inconsistency in stock discharge tank and dilution leakage to online presses. 29 The PDT and PHT overflow sporadically and we can't explain why resulting in a Safety and housekeeping issue. 30 Press Discharge Tank consistency loop on Line 3 Yes (ratio control) presses doesn't operate properly resulting in the dilution lines plugging,aod _ n. METHOD SIT C&I Team SIT C&I Team REPRESENTATIVE(S) TO GIVE INPUTS Jeff Simpson Keith Moring Junie Ancess Alan Tudor a Jeff SimpsWo Keith Mor-ia~~, Junie Anct 5 sQ Alan Tud& (D ~ n 54!;V64Vz0'7 Page 4