1-ENG_WCM_Glass_UPdates_Q1_2010.docx

WCMNo06-Quarter1.2010UPdatesNEWFACESWITHINWCMSGGFACTORIESRISETOTHECHA1.1.ENGESOF2009As2008drewtoacloseandtheobjectivesfortheWCMprogrammewerelaidouttheoutkx*fortheSGGfactorieslookedbleakatbest.Thechallengewastodeliver2OK4insavingsagainstthebackdropofasevereeconomicdownturn.NotdisheartenedbythisprospecttheSteeringCommitteesofthefactories"setaboutidentifyingimprovementopportunitiestoensure,thatdespitethemarketconditions,theimpactonSGGprofitabilitywouldbeminimisedbyaconcertedefforttoeliminatewasteandhencereducethecostofproduction.Now,12monthson,thefactoriescanbesatisfiedwiththeirachievements.Notonlyintheirperlormancetoreducecost,butperhapsmoreimportantly,toembedacultureofContinuousImprovementwithintheirworktorce.In2009SGGdeliveredacombinedsavingof29.41MinGlobaland1.ocalProjectsandanannualisedbenefitfromitsexternallysourcedculletofanadditional7.2M.Withanopenprojectslackinexcessof19.5Mthissavingcouldhavebeenconsiderablymorehadweimproveduponourprojectclosureratewhichaveraged70%overtheyear.ThebenefitsoftheeffortsofthefactoriesisnotonlyevidentinEurossavedbutalsointheimprovementinphysicalconditionsthroughthe6SprogrammeandtheengagementoftheemployeesthroughMyContribution.AsyouwillreadinthiseditionofUPdatestherehasbeenstepchangeinthenumberofemployeesuggestionsgeneratedthroughoutourfactories.Over6500ofyourideaswereimplemented,anindicationofthepositiveengagementoftheSGGpopulationasawhole.In2010wewillbeexpectedtodeliverevengreaterreturnsonourWCMprogrammebutyouhavedemonstratedin2009thatyouaremorethancapableofachievingthis.鼠E91.FoaWCMDrecWWCMHUMOURQ:-HowmanyBB'sdoesittaketochangealightbulb?A:-Itdoesn'tmatter.BythetimetheteamcompletedtheCTQ1Cpk1R&R,QFD1DoE&SPCitwasdaylightagainandthecustomerdidn'tneedthelightbulbanymore!IthasnowbeenthreeyearssincetheWGMprogramme,asitwasthencalled,waslaunchedinSGG.DrAlanMc1.enaghanwasresponsibleforshapingourContinuousImprovementprogrammeandcantakemuchofthecreditforhowfartheinitiativehasprogressedinthattime.AlanhasnowtakenuphisnewroleasSeniorVicePresidentTechnologyforSGContainers(UnitedStates).AsIreadthelast"ToiletComm"issuedbyAlaninEggboroughIwasremindedofthefirst,WGMToiletComm,putupinthetoiletofthehotelinwhichthelaunchmeetingwasheld.TheWCMprogrammeandcommunicationwithinSGGhascomealongwaysincethenandwehaveatottothankAlanfor.ThereinsoftheWCMprogrammearenowinthehandsofFrancois1.erbet,thenewVicePresidentManufacturingSGG.MyselfandtherestoftheWCMteamare100kingforwardtofurtherintegrationofWCMintotheSGGbusinessasawholeunderFrancois'leadership.New1.CforQingdao.XingZhiqianghasbeenappointed1.ocalCoordinatorforQingdao.Heiscurrentlyshiftmanagerwithaqualitybackground.Hewillbefullyoperativewhenthereplacementshiftmanagerisappointed.WemeZhiqiang.Saintgobainglass6SisnotjustfortheShopFloor!TAB1.EOFCONTENTSObjectives&KPs1.ocalDrojeCtSGlobalprojectsSiteUpdate6SstandardsapplicationbySGGgroupSGGWCMTOO1.SAPP1.ICATIONMyContrOubonWCMTrainingBestPracticePag©2PagC3Page4Pages5to30Page31WCMObjectivesandKPI,sWCMKEYPERFORMANCEINDICATORS2009WCMBenefits2009OBJECTIVES2010-ry<,>>-7¢,Summary：PlantProjects 23.45M-2009Netbenefits 28.5M-Closedprojectbenefitsin2009 19.5M-Potentialsavingsinopenprojects 320Projectsclosedin2009Activity-OnTimeProjectvs.1.ateProjectSummary: 70.3%ofprojectsontime OpportunityforgreaterreturnonWCMifprojectsclosedontime. Plantstoprioritiseresourcesrequiredtodeliverimprovements.Resource-ActiveBeltsvs.NonActiveBeltsSummary: 63%oftrainedresourceengagedinprojectactivity. Globalaverageissteadybutsignificantplantvariation. Plantswithhighestactivitylevelshadhighestreturns.Management-SteeringCommitteeHeldvs.Attendanceof皿“<ec，"、*一”na>“Summary: 74%SteeringCommitteesheld. 68%attendancerate. OnthewholetheestablishmentofPlantWCMSteeringcommitteeshasbeensuccessful. Improvein2010.Culture-SuggestionsImplementedvs.SuggestionsSummary: 7056AcceptedYTD. 6532ImplementedYTD. Progressinallregionsispositive Plantshavebeenfocussedonimplementingsuggestionsmorerapidly.AnnualisedBenefits.2%ReductioninProductionCostsperplantincludingGlobalProjectbenefits.SumofallvalidatedWCMbenefitswithin2010takenasa%ageoftheplant'sProductionCosts(budgeted). GlobalProjectatplantlevel. 1.ocalProjectsincluded. 1.ossreductionprojectsincluded. MyContributionBenefits.CostDeploymentRolloutofSGGstandardisedCostDeploymentModeltoPilotplants.1.eadership100%ofSeniorManagementteamtohavereceivedWCMChampionsTraining.WCMSteeringCommitteestobeheldeverymonth.Minimum70%attendancebySteeringCommitteeMembers.SteeringCommitteeMemberstoactasProjectSponsor'foratleast1project.ResourceCommitment2%FullTimeEquivalent(FTE)atPlant1.evel.AnFTEof1.0isthesameasafull-timeworker.Aplantwith200employeesneedsanFTEof4.0toachievethe2%targetThiscanbeachievedwith4fulltimeemployeesOR8employeesworking50%OR20employeesworking1dayaweek,oranycombination.WCMAwarenessMinimum20%ofEmployeestohavereceivedbasicWCMawarenesstrainingWCMAssessmentsTransitiontonewSGWCMAssessmenttoolbyQ32010AssessmentAwardsredefinedbasedonNew-SGWCMcriteria.25%ofplantsassessedtoattainBronzeaward.6S=SSSafetyPlantstoimprovetheiraverageSite-Wide6SAuditscoreby3points.Plantswillhavea"BaselineAudit'inQ12010,againstSGGstandards.MyContributionAverageof1implementedSuggestionperEmployeeperYear.SING1.EPAGESUMMARY(SPS)jWeneedaddtheSinglePageSummary(SPS)toeveryclosedproject,andwehavedefinedanewformat(inPPT)onDecember2009.Fromnowon,alltheSPSwillfollowthisstandard.AndtheWCMcentralteamwillcheckeachclosedprojecttomakesurethestandardSPSisadded.,1.ocalProjectstrackerContact:Ian卜OrdIanfIord2waini-Thankstotheeffortsofourregionalcoordinators,nowwehavetrackersofalllocalprojectsinoneexcelfile(817projectsinNovember).Alsowecanseetheprogress:I)ProjectdescriptionsareinEnglish,sothateachplantlearnsexperiencefromotherregions;11)Projectareasaredefinedinto19differentcategories,andeachwithauniquenumber.Thiscouldhelpusbuildaflowsystemlater;1.U)Aftercollectingallinformation,wecandrawthePieChart,whichshowustheproportionofeachareaandthefundinvolvingeacharea.WCMProjectsPer"PlantStandardArea"(%)AllProjectstodateUPDATEONTHEA1.FRESCO02Suppliers3%03Batchhouse7%04Fumace5%19Peopledevelopment1%)1EHS18Costreduction5%05Float24%08Warehouse12%17Quality4%16Utilities15Maint5%nccFromthischarts,wecanseethatproductivityprojecthascoveredthemostimportantpart:299projectsintotalandcost11millioneuro.Glass1.ossandCostReductionprojectalsotakeagreatpart:203projectsintotalwhichcost3,5millioneuro.Soifwecanpaymoreattentiontoproductivityprojectsandglassloss&costreductionprojects,Wewilldobettertorthenextyear.Fortherestprojects,weclassifythemintocategoriessuchasInternalRemarks,ExternalClaims,ServiceRate.Inthisfile,wecantraceallWCMprojects,andfindoutwithwhichdepartmentstheyhavennections:Warehouse,Float.Batchhouse.Soifwewanttoworkontheseprojects,wecouldeasilyfindthemout,andcontacttherelativedepartments.WehavealreadybegunsomecontactsfortheprojectsinWarehouse.OG1.ehr1%07Cuttingline7%141.ogistics7%13Forming.一_二0%12Mirrorline3%111.aminatingline2%10Coating7%09Offlinecutting1%WewillputalltheclosedprojectsonAlfresco(intheColumn'041.ocalProject'),togetherwithSPS.AndWekeepupdatingeverymonth.Soallofourlocalprojectswillbecometheopenresources,otherbranchesofthegroupcanlookthroughourprogress,andshareourexperience.G1.OBA1.PROJECTSTHICKNESSOPTIMIZATIONHelpedbytheineasinpullrateandtheperseveranceofourteams.Yeagainbreaktheatimerecordbyarrivingata1450KcabKgconsumptionGNovember.A)Crownlso<atonB)Bfeast-walisolationAfterthereplicationeffortsthatwereThereforeWehavedcc*dcdtobuildaworkgroupandholdafrsmeetmginSalaiseinFebruaryinordertoaddresstheproblemslinkedtothiskindofproduction-11wepeHie三Hy:Jacarei3,SalatseandAnchebeingattheheadofthegam©:laddition,theDTIsrecommendingforcertainplantsto504atethe*w<xk>ngend.Thisoperationhasproventoreducefurthertheenergynsumptk>nby1.2%versusIbooreticaleitherbyalk>w>ngforalowerconsumptionofgasintheWofkingendorbyHIOwingfortheuseofalargerbarrageinthewat.Ifyouhavenotarrivedtothetarget,yourfurnaceisProbabiyagoodCandadateWherethisprocedurecanbeimplementedTRIMMING1.OSSThetrimminglossprojectissldeliveringbenefitsandmostplantscontmutoshowimprovementStatisticalanalysisshowsthatthebiggestpotenbalforimprovementlaysinthoseplantsthatproducenormalthickness.2010For2010.wwillattemptwiththehelpOttheDTItoreducetheamountofSodausedinourfloatlinesinordertoarrivetoam11wnSGGsetvalue.ThecurrentglobalprojectsWill11tinu: EnergyReduction Trimming1.oss ThocknessOptimization CulletrecycleAndwwiltrytousestatisticaldatatoanalyzegk)baltecrcaPcdOrmanCeeverymonth.ThislastpartisintendedtorenderVisibelitythatmighthe<)locustheeffortsoftheDTstechnicalassistance,andthatoftheCentralWCMteamtowardsthoseplaceswherethereisthegreatestpotentialforimprovement.WcwillprofitIromthedatabaseGIRISandwithtimeweWdlincMctheaters,(mrrorandlaminatedImesUltimatelyitwilldevelopin(othefirstOeEsystemforfloatlinesatagtobalevelova-iuan.cordovaOsaint-WCMassessmentMYcontribution20accepted12ideasmade8underwayTheIOCalcoordinator2010HIGH1.IGHTSWeareextremelyproudoftheresultsobtainedduringtheWCMassessment.Theprogresscomparedtothepreviousauditis15%.Thereisstillenormousprogresstobeatbest.Ourgoalisnotchanged,ourbenchmarkreferenceremainsJacareiandbecomingthefirstFrenchplantbronzeAward2010INREVENUES2009: 14subjectsclosed 13peoplewereinvolveddirectlyinthesubjectsdevelopmentTakeintoaccounttheideasofeachemployeeisasourceofessentialprogresstomaintaincompetitivenessTheobjectiveof2%ofthestofoperationofthesitearemet(2,28%)Closedtopics2010potentialin2009represents1,2MIn2010,thetotalpotentialopenedsubjectsisabout2.1MTheincreaseofthesavingsbetween2008and2009-X5IwouldIirsilyliketowishinmyname,butalsoonbehalfofallAnicheplantemployees,agood,aVzonderlulyear2010.Health,happnessandprosperityIoryouandyourfamilies.2009wasnoteasy;manyofushavesufferedandstillsutler.Buttheadversitymakesusallvirtuesprosperitywremoved.Then,finally,sincenothinghappensbychance,thebestresponsetoopposethiscrisiswhichWefaceisWCM.SothatwecanenterIntothefuturewithrigorandprofessionalismChristianTisonDECEMBER2009ReductionQfbreakaesforcontrolSometimestheglasscontrolcausesbreakages.Thesebreakagescanbelinkedtodysfunctionsbutalsotoapoorlyadaptedmethod.Overthereferenceperiodcontroltheycaused0,122%IosseshImprovementsimplementedhelpedreducebreakagesforcontroltoO,02%orareductionof38200IyearTisoii-ChriqliancomHRMANAGER'SWORDSKAlZENEVENT-DETECTIONANDE1.IMINATIONOFCOATINGQUA1.ITYG1.ASSTheaimofthiseventwastoidentifyasystemtodetectspecksonth©t>ascsheetofglassbeforedispatchtothecoatingline,andsimultaneouslydeterminetherootcauseinordertoeliminateIt.Theissuewasthattheinspectionanddetectionsystemswerenotabletodetecttheappearanceofspecksontheglassuntiitarrivedonthecoatingprocessline,MiChledtocomplaintsandrepeatwork.Hwasalso*npossiUetodeterminetheOnginotthedefect.ToensurethePfOblemwasapproachedinastructuredmanner,anagendaandanalysistlswereadopted.Define:TheKaizenagenda,toolstobeused,andresources(productionandqualitypersonnel)weredeterminedandtheproblemandobjectivesdefined(detectionandeliminationofthedefect).Measure:Weidentifiedandestablishedvariousmethodsfordetectingthedefect.Weobservedthatthedefectbecamemor。obviousastheglasstemperaturedropped.Themethodthatprovedthemostreliablewas： Spraymagnesiumdustontheglasssurface Applyfluorescentlightata90'incidentci11geAtHumanResources,wensidrthattheWCMprogrammakesadecisivecontributiontoachievingormanufacturingobjectives(reducingsts,optimizingworkprocedures,etc.).Theprogramalsohelpsreinforcesomeofourdepartment'sessentialprioritiesthroughthebasiccomponentsofWCM:(1)trainingintegratedintheprogramthatenablesustoacquirerigorous,provenandefficientworkprocedures,and(2)theteamworkcomponentthatisadriverbehindtheWCMsoperation.Inthefmalanalysis,arigorous,useful,undoubtedlystrategicprogram,thatisalsoafantasticwayofcontributingtoourteams'professionaldevelopment.Insodoing,italsohelpsachieveOVeraRimprovementofourproductionplant.PascualJimenezAnalyze:Weaafyzedtherootcause(brainstormingandmapping)toidentitythepossiblesourcesofthedefect.Us*nganimpactmatrix,weconcludedthatthemainsourcesCOUWbe：thesurfacetreatmentequipment.thesplinterremovalbrushes,cuttingbridgelubrication.6SACTIONS6S-BEFOREImprove:We<xxnp4edathree-daytestprogramtoreproducethedefectandeliminateitbymodifyingth©equipmentdetectedintheanalysisphaseasbeingthesource.Usingthisplan.Wedeterminedthatthesourceofthedefectwasthesurfacetreatmentequipment.Control:Thefollowingntrolmeasuresv/ereimp<emented: OperationalprocedureduringIheproductionofabngquaStyglass.AvoidsimultaneouslyworkingMththisqualityandexportglass,mak>ngsurethatthesurfacetreatmentUmIWaSthereforenotinservice. ControlplanCreatenewinstrucoonsfordetectingthisdefectinthelineinspectionprocedures. IncludeinMKT2(mini-anomaly).Therehasbeennoreoccurrenceofthedefectsincethesecontrolinstructionsvbintroduced.AINE1.SOKHNAContact:JavicrdelRR)avic匚dclrioRsainlRONEWWCMPROJECTSInourjourneyforntinuousimprovemenl.IhreeWCMprojectshavebeenlaunchedinthelastquarteroftheyear. CulletreturnProjectTheobjectiveistodesignaprogramforculletreturnandculletcollection,withtheobjectiveofincreasingtheculletby5%fromcustomerreturn,andnomorethan500tons(10daysapprox)stockintheculletyardofexternalculletbytheendof2010. 1.eanprocessofglassorderingfromdifferentsuppliers.Theobjectivestohavealeanprocessofglassorderingfromthedifferentsupplierstoachievetheminimumtimefromglassorderinguntilglassreceivedinourwarehouse(targetis45daysmax.) Developsupplierforwoodenpackages:TheobjectiveistofindapotentialsupplierforwoodenPadmaterialabletosupplytherequiredwoodenpacksaordingtoSaint-Gobainqualityspecsandquantitywiththelov/estst.beforethefirstofFetxuarv2010.uMYINFOnAND"IMPUTESnITTOO1.CUSTOMIZATION OneoftheobjectivesIn2009wastouse,Myinfo'and"Imputes"webapplicationstofacilitate:-Improvementactiontracking-TFxreportingandfollowpWehavecustomised-Myinfo"and"Imputes,tofitbetterwithourneedsandhaveachievedanimprovedversionbyimplementingthefollowingchanges:Moreleanloginsteps-UpdateddatabaseofASKemployees-MeetingManagementadjustingTFxReportingdeploymentQUA1.ITYTOO1.TRAININGAnintroductiontobasicqualitytoolshasbeengiven,inthreewaves,toallthenewjoiningoperators,coveringthefollowingtools: CauseandEffectDiagram Histograms ParetoAnalysis Flowcharts ScatterPlots RunCharts ControlCharts