Production-linewidedynamicBayesiannetworkmodelforqualitymanagementinpapermaking.docVIP

Production-linewidedynamicBayesiannetworkmodelforqualitymanagementinpapermaking.doc

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Production-linewidedynamicBayesiannetworkmodelforqualitymanagementinpapermaking.doc

Production-line wide dynamic Bayesian network model for quality management in papermaking Aino Ropponen, Risto Ritala Tampere University of Technology, Institute of Measurement and Information Technology, P.O. Box 692, 33101 Tampere, Finland Abstract The quality parameters of paper are managed with rather independent decisions made by many process operators through the production line. Improving one quality parameter typically deteriorates another, and hence incoherent decisions tend to lead to suboptimal overall quality. Vast amount of laboratory measurements data support these operator decisions, yet how this information is utilized in practice, is not well known and appears to vary from production line to production line and operator to operator. We aim at coherent quality management of a paper production line through both optimizing the operator actions and scheduling the measurements of quality management optimally. We have chosen a Bayesian network formalism to integrate qualitative human knowledge and the measurement data about quality. We present an application with a Bayesian network as a model within stochastic dynamic programming. We demonstrate our modeling approach in a realistic case study, yet not in full-scale production-line wide quality management case. Keywords: Bayesian network, Dynamic programming, Quality management, Decision Support, Papermaking. Introduction The quality of end product in papermaking is a result of management actions through the entire production line. These actions are decided upon by several process operators based on process knowledge and data about the process state. Measurements of raw materials and material flows as well as product quality measurements in laboratory support these decisions. In principle, the actions are made coherent with coordinated subgoals for these decision makers. However, under dynamic disturbances the coherence easily breaks down and corrective actions are not made where it would be economically m

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