Appleton, Wi.

920-991-9102

Fax 920-991-8580

kasyking@new.rr.com

Education

BS in Chemistry from Virginia Tech in 1969, Blacksburg, Va.

MS in Surface Chemistry from Virginia Tech in 1971, Blacksburg, Va.

PhD in Paper Science from the Institute of Paper Chemistry in 1974, Appleton, Wi

Experience

Papermaking Process Consulting, LLC

Appleton, WI

March 2001 to Present

President

Responsible for working with various and differing companies to improve their papermaking process and product quality enhancement.

Accomplishments

· Propal, Cali, Columbia, SA--Improved machine efficiency and cost reductions for 4 paper machines. Product quality improvements included brightness gains, internal sizing improvement, curl stabilization, formation enhancement, and surface smoothness improvement, Process improvements included break performance improvement, retention stabilization, deposit reduction, carbonate quality resolution, and off color loss reduction.

· Penford Products, Cedar Rapids, Iowa--Implemented a new starch product across several Wisconsin machines. This product was new and unique to the paper industry carrying a much higher charge than any previous starch. This technology required the adjustment and changing of many other wet end process systems.

· Bowater, Greenville, SC--Expertise used to answer questions of legality for the use of asbestos fibers during the 1960's.

· Mead, Chillicothe, Oh--Many Carbonless paper product quality enhancements including paper strike through, formation, curl control, surface smoothness, cockles, stretch, and sheet shrinkage. Process improvements included retention gains, internal sizing improvement, sewer loss reduction, and foam reduction.

· Weyerhaeuser, Johnsonburg, Pa--Helped to eliminate sheet defects and wet end contamination. Project support led to many other recommendations that the mill is currently implementing with Dr. King's support.

· Legal consultant and testimony for different legal firms on papermaking technology such as retention aids, filler types, and microtechnology chemistry.

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Appleton Papers, Inc

Appleton, Wi.

April 1991 to November 2000

Manager of Pulp and Paper Technology, Senior Research Scientist and OtherTitles

Responsible for a group of 7 people that worked with all of Appleton Paper's mills and plants to reduce cost, improve product quality, implement new products, implement supplier alliances, and reduce process variability.

Sat on the management teams and on the strategic planning teams.

Accomplishments

· Security Papers developed and commercialized at the Spring Mill

· Supplier Alliance developed and implemented at Newton Falls, Roaring Spring, and West Carrollton.

· Many people trained in this group that are now in Mill Management, Marketing, Sales, and Quality Assurance. Some continue at Appleton while others went to other companies.

· Many successful cost savings projects including PVR, internal sizing efficiency gains, carbonate filler improvement, on-line color control, on-line retention closed loop control, defoamer use reduction, effluent loss reduction, increased filler content, and chemical use reductions.

· Many base sheet optimizations for product quality enhancement including formation, curl, shrinkage, smoothness, two-sidedness, brightness, opacity, sizing, strength, and stretch improvements.

· Successful Malcolm Baldridge Application.

· Customer Focused Quality implemented.

· Meeting effectiveness improved by 45 %.

· Empowered implemented.

· Many cross functional team successes working with Marketing, Sales, and Quality Assurance.

· On the team that developed and commercialized Thermal Papers products for airline tickets, bar codes, luggage tags, thermal printers, and package tracking labels.

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James River

Neenah, Wi.

May 1989 to April 1991

Team Leader and Research Scientist

Responsible for the successful alkaline conversions from acid technology at Groveton,

West Lynn, Camas, and one other west coast mill. In addition to the alkline conversions, Dr. King's group was responsible for all process systems at the James River Communications Paper mills.

Accomplishments

· 6 successful paper machine alkaline conversions.

· Led a group of 5 people that supported the James River Communications paper

mills on the East Coast, the West Coast, and in Louisiana in process improvement

and base sheet gains for product improvement.

· Trained suppliers and Jame's River personnel on alkaline papermaking technology.

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S. D. Warren

Westbrook, Me.

October 1982 to May 1989

Manager of Papermaking Technology

Responsible for all papermaking process systems and environmental control systems for all S. D. Warren Mills. Was a part of the start up of 2 brand new paper machines at the Somerset, Maine mill. Developed new testing procedures for process and product improvement. Worked on Marketing teams to develop and implement many new products for the printing and writing papers division.

Accomplishments

· Developed and implemented ASA alkaline sizing technology.

· Developed and implemented broke coagulation technology.

· Developed and implemented a new broke turbidity monitoring test.

· Implemented satellite calcium carbonate technology.

· Paper ash content increased by 25 % across all mills.

· First to implement microparticulate retention systems.

· Implemented on-line retention technology.

· Two successful new paper machine start ups.

· Mobile PM 9 converted to alkaline papermaking technology.

· New paper HST sizing test developed and implemented.

· On-line defoamer monitoring technology implemented.

· On-line freeness technology implemented.

· First paper machine to close loop retention control on-line.

· 1, 2, 3, and 4 printing grade papers developed and commercialized on two new paper machines. This was a support effort working on teams of Marketing, Sales, Quality Control, Research, Mill Technical, and Operations personnel.

· Developed and implemented PVR, a process variation reduction program.

· Mentored and trained many engineers and chemists for S. D. Warren and other companies.

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S. D. Warren

Mobile, Al.

March 1981 to October 1982

Technical Services Manager

Managed 2 project engineers, 4 process engineers, and 7 hourly process lab testers that were responsible for the 3 paper machines of the flat grade mill. Also had responsibility mill environmental control and pulp mill quality control. The process engineers were responsible for short term process and quality improvements while the project engineers were responsible for long term process and product developments. This group was also responsible for developing and maintaining the test lab instrumentation and equipment.

Accomplishments

Many book and coated writing paper grades developed, enhanced, and commercialized.

Developed and implemented new retention approaches now widely used by the paper industry. The first mill to completely implement PVR, process variability reduction.

Pulp mill fiber quality stabilized for optimum productivity and best product quality for both the flat grade and creped grade machines.

Effluent discharges reduced by 25 to 35 %.

On-line color control implemented for one of the first times in the USA.

Broke management systems developed and implemented which are now used across the industry.

Served on many Marketing and Sales teams for product development and commercialization.

___________________________________________________________________________________ Scott Paper

Chester, Pa

February 1980 to March 1981

Technical Manager of the Cottonelle Paper Division

Responsible for 2 process engineers and 1 technician that supported product, quality, and process enhancement/control on the new Cottonelle machine. This was the first commercial single recrepe tissue paper machine anywhere, and thus there was a strong need for product development and commercialization, machine start up support, and process tracking/enhancement.

Accomplishments

· Successful commercialization of a brand new tissue technology that is still on the market today as a top of the line, high end valued product.

· Sewer patrols initiated that eliminated 10 % of the water and solids discharged from the paper machine.

· New broke pulping and use technologies developed and implemented.

· New screening and cleaning systems developed and implemented for the removal of broke containing latex nits.

· New retention technologies developed and applied, which led to stable wet end chemistry systems, thus allowing people to focus on product development needs.

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Scott Paper

Philadelphia, Pa

December 1974 to February

Not sure of job titles--there were two or three different ones.

Dr. King was responsible for the development and implementation of the wet end chemistry package for the new paper towel, J-VIVA. This towel was a double recreped high end high quality paper towel that continues to be a major product for Kimberly-Clark today. This responsibility included laboratory studies, many mill trials, and start up support for the brand new paper machine in Marinette, Wi. Dr. King also managed the pilot paper machine at the Scott Plaza in Philadelphia, where he managed a team of 10 salaried and hourly personnel. During this period of time he was also responsible for meeting the environmental requirements for the J-VIVA project. His r esponsibilities ultimately led him to being the Technology Transfer Coordinator for all communications between Corporate Headquarters and the Marinette Mill. This Tec hnology Transfer job involved the implementation of the ideas transferred, which required close workings with mill and supplier personnel.

Accomplishments

· Developed and supported development of new processes and product leading to the commercialization of J-VIVA or New VIVA paper towel. These support areas included wet end retention systems, save all systems, base sheet quality developments, yankee coating/adhesive development, quality testing programs, etc.

· Dr. King implemented an effluent clarifier treatment program at Marinette that brought the mill into environmental compliance and prevented the mill's shut down.

· Dr. King was the wet end project team leader at Marinette for two years leading to the successful implementation of wet end technology and the successful machine start up and product commercialization.

· Dr King then became the on-site mill liaison and Technology Transfer Coordinator for all Scott information transfer between Corporate Headquarters and the Marinette Mill. This Technology Transfer function required strong communication and follow up skills.

Other

In addition to attending many seminars and professional training opportunities

in his areas of expertise, Dr King has many other areas of specialized training including

Customer Focused Quality, Team Building, Time Management,Empowerment, Benchma rking, Metrics, Meeting Effectiveness Skills, Malcolm Baldridge, R unning To Standard, Motivational Skills, and Communications.

Dr. King sits on the editorial boards of the paper industry's two principle USA technical journals; TAPPI and Solutions. Here he is responsible for reviewing papers and in helping set policy/direction for the two journals.

Please see link to view a list of the articles that Dr. King has published. Please realize that while working for the various companies, he was working on proprietary projects and was not often permitted to publish.

TAPPI and PIMA. Active on many committees and Conference participation. Currently a member of the Editorial Boards for TAPPI Journal and Solutions Magazine.

The responses below are for C. A. (Kasy) King, PhD. They were prepared late February, 2005 and Early March. 2005.

A. Value added market expertise

Dr. King's experience of 31 years covers Towel, Tissue, Uncoated Publishing Grades, Coated and Uncoated Printing and Writing Papers, Copy Paper, Carbonless Papers, Thermal Papers, Specialty Coated Papers, and Security Papers. Depending on one's definition there may be other papers, but these listed above are likely to be inclusive of Dr. King's work experience. Value added contributions during these work experiences include the development and commercialization of Cottenelle bathroom tissue, the development and commercialization of New Viva paper toweling, the development of various 1, 2, and 3 paper grades at S. D. Warren that were used in high end magazine and writing papers, high ash content copy paper, low curl Carbonless Paper, bar code paper, Thermal paper for airline tickets, and many types of Security Papers.

In addition to product development, there have been many process developments that have added value to the bottom line. Some of these include the first person to develop and implement broke management and treatment, on line retention systems, satellite carbonate facilities, Process Variation Reduction programs, supplier alliances, many alkaline conversions including Groveton, microparticulate retention development and implementation, first to implement paper ash contents at greater than 20 %, wet end chemistry training, alkaline papermaking training, and several process cost reduction programs in excess of $100,000.00 annual savings.

B. Transition or Transformational Efforts

Dr. King was the team leader on six different successful machine conversions from acid to alkaline papermaking. These efforts involved the resources of multiple suppliers, mill operations, mill technical, mill quality assurance, Marketing, Sales, and mill trades. All of these efforts involved the planning, the training, the evaluations, and the final commercialization. The key was that all parties were made a part of the team and were viewed as necessary for the success of the project. Timely, adequate, and necessary communication was used to strengthen the efforts and to maintain the involvement of all stake holders. These were all done at a time when multiple suppliers were involved in order to acquire the best possible technologies. Today, a different approach would be used in that only one or perhaps two suppliers would be selected based on their ability to provide all of the best technology, service, and quality products.

Dr. King led Appleton Papers from a company dealing with hundreds of specialty suppliers to a position where the mills were using only a few chemical suppliers. This process of supplier alliances was based on partnering with the suppliers and sharing the cost savings based on agreed to upfront targets and goals. This process was unique to the Paper Industry at the time and was developed from the ground up by Dr. King leading to documented savings to Appleton Papers of $750,000.00 dollars per year and was a long term improvement so that the savings were a continuing value to the company for years to come. The process included gain sharing, common goals, measurement procedures to monitor success/progress, and both short term process improvements and long term project improvements. Corporate Purchasing was at odds with this approach, since they were interested in the bottom line savings for the short term only and were not aware of the need for supplier service/support for the success of the mill. Dr. King would bring Purchasing along from the beginning as a team participant in future projects.

C. Process Improvement Management (0-10, 10 being high)

This has been my strength over my 31 years of experience and continues to be so in my consulting business. I would rate this at a 9. My contributions to the companies I have worked for and for the paper industry in general include many process improvements. Dr. King was the first to develop and implement broke coagulation and broke measurement, on-line charge, satellite carbonate technologies, alkaline papermaking procedures, process variation reduction processes, supplier alliance programs, marriage of base sheet improvement to coated product quality, save all efficiency for improved machine operation, sewer loss reduction programs, clarifier efficiency improvements, and ASA internal sizing implementation procedure

D. Product Development Management (0-10, 10 being high)

I would rate my contribution to Product Development at 7. Even though Dr. King's focus areas have been on the process side of papermaking, all of his process developments and improvements have been directed at either new product development or product enhancement. Whether in towel and tissue, fine writing and printing, or specialty grades, the process improvements have always been directed at either improving products or developing new products. This connection has led to a career of working in teams of process and product people in order to develop and implement the required products. Scott Paper, SD Warren, James River, and Appleton Papers were all market driven companies that required focus on product development and enhancement. All process people were still focused on the customer and their product needs. Dr. King has a strong resume of these team situations where product development and enhancement was the primary objective.

E. Quality Systems Management (0-10, 10 being high)

This rating for Dr. King here is at an 8 and is similar to the discussion above. These two areas are always closely associated with each other and so the discussion above is applicable here. In addition, Dr. King was an integral part of developing S. D. Warren's and Appleton Paper's Customer Focused Quality strategic directions. Both companies had strong emphasis on always meeting or exceeding the customer's needs. These strategic directions included extensive training and deployment of team building, time management, identifying customer needs, customer feedback surveys, Malcolm Baldridge applications, continuous improvement of process systems and product quality, metrics, and other continuous improvement processes.

F. Product Commercialization

Most of these ideas to commercialization processes include flow charts that loop back and lead to different locations within the process. It is not possible here to complete that type of flow system, so I will list the concepts, realizing that there are some steps/ideas that may be out of sequence.

1. Have the idea.

2. Identify if it is something of value to a customer. Is it technically feasible? Is it Original?

3. Conduct Market Research to determine the value impact to the company.

4. Establish a team composed of Marketing, Sales, Research, Engineering, etc. to complete the required pieces of commercialization.

5. Develop product quality and process specifications.

6. Build a prototype and write a non-disclosure agreement.

7. Complete field evaluations of the new idea to determine manufacturing capability.

8. Develop a Marketing/Sales/Promotion plan.

9. Develop a training program for operations, technical, sales, marketing, etc. personnel.

10. Move from field evaluations to commercial trials.

11. Scale up to full commercial production.

12. Roll new product out with marketing/sales/promotional plans in place.

13. Measure the process for potential improvements and implement those improvements.

14. Measure customer satisfaction and continuously improve the product based on customer needs.

15. Dissolve the commercialization team and move on to another new product development.

16. Set up and maintain a product support team as customer needs are identified.

G. Recent Product Development Experience

1. Developing and transitioning No. 2 and 3 fine printing papers from an acid process to an alkaline process. The application of these products is for magazine publishing such as National Geographic and Vogue Magazine. These teams included Marketing, Sales, Quality Control, Technical, Manufacturing, and Suppliers. Resources included alkaline papermaking technology, market research, team building, communications skills, metrics, sales and promotions, specifications setting, manufacturing capabilities, training, testing modifications, new test development, and field customer support. The time required varied from one month to six months depending on the mill's/company's knowledge of alkaline papermaking. The risk would be considered to be high. The switch from acid to alkaline papermaking is high risk because there are many potential pitfalls to the new technology implementation. However the market drivers are strong because the customers were demanding alkaline paper, making the risk taking worth the effort to satisfy a strong customer need. Of the six machines converted, all are still on alkaline paper to the best of my knowledge. The benefit to the bottom line is improved product quality and lower operating costs. The higher quality comes from a brighter/blue-white shade that does not yellow over time. The lower cost comes from a more highly filled paper that utilizes cheap filler in place of the more expensive fiber.

One of the drivers for the conversion is an improved cost as a result of the cheaper filler versus fiber substitution. This driver frequently resulted in machines converting with a higher level of alkaline filler than they had been at with the acid process. It would be better to convert at constant filler content and then raise the level after the conversion is completed.