1-ENG_WCM_Glass_UPdates_Q1_2010.docx

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1、WCMNo06-Quarter1.2010UPdatesNEWFACESWITHINWCMSGGFACTORIESRISETOTHECHA1.1.ENGESOF2009As2008drewtoacloseandtheobjectivesfortheWCMprogrammewerelaidouttheoutkx*fortheSGGfactorieslookedbleakatbest.Thechallengewastodeliver2OK4insavingsagainstthebackdropofasevereeconomicdownturn.Notdisheartenedbythisprospe

2、cttheSteeringCommitteesofthefactoriessetaboutidentifyingimprovementopportunitiestoensure,thatdespitethemarketconditions,theimpactonSGGprofitabilitywouldbeminimisedbyaconcertedefforttoeliminatewasteandhencereducethecostofproduction.Now,12monthson,thefactoriescanbesatisfiedwiththeirachievements.Notonl

3、yintheirperlormancetoreducecost,butperhapsmoreimportantly,toembedacultureofContinuousImprovementwithintheirworktorce.In2009SGGdeliveredacombinedsavingof29.41MinGlobaland1.ocalProjectsandanannualisedbenefitfromitsexternallysourcedculletofanadditional7.2M.Withanopenprojectslackinexcessof19.5Mthissavin

4、gcouldhavebeenconsiderablymorehadweimproveduponourprojectclosureratewhichaveraged70%overtheyear.ThebenefitsoftheeffortsofthefactoriesisnotonlyevidentinEurossavedbutalsointheimprovementinphysicalconditionsthroughthe6SprogrammeandtheengagementoftheemployeesthroughMyContribution.Asyouwillreadinthisedit

5、ionofUPdatestherehasbeenstepchangeinthenumberofemployeesuggestionsgeneratedthroughoutourfactories.Over6500ofyourideaswereimplemented,anindicationofthepositiveengagementoftheSGGpopulationasawhole.In2010wewillbeexpectedtodeliverevengreaterreturnsonourWCMprogrammebutyouhavedemonstratedin2009thatyouarem

6、orethancapableofachievingthis.鼠E91.FoaWCMDrecWWCMHUMOURQ:-HowmanyBBsdoesittaketochangealightbulb?A:-Itdoesntmatter.BythetimetheteamcompletedtheCTQ1Cpk1R&R,QFD1DoE&SPCitwasdaylightagainandthecustomerdidntneedthelightbulbanymore!IthasnowbeenthreeyearssincetheWGMprogramme,asitwasthencalled,waslaunchedi

7、nSGG.DrAlanMc1.enaghanwasresponsibleforshapingourContinuousImprovementprogrammeandcantakemuchofthecreditforhowfartheinitiativehasprogressedinthattime.AlanhasnowtakenuphisnewroleasSeniorVicePresidentTechnologyforSGContainers(UnitedStates).AsIreadthelastToiletCommissuedbyAlaninEggboroughIwasremindedof

8、thefirst,WGMToiletComm,putupinthetoiletofthehotelinwhichthelaunchmeetingwasheld.TheWCMprogrammeandcommunicationwithinSGGhascomealongwaysincethenandwehaveatottothankAlanfor.ThereinsoftheWCMprogrammearenowinthehandsofFrancois1.erbet,thenewVicePresidentManufacturingSGG.MyselfandtherestoftheWCMteamare10

9、0kingforwardtofurtherintegrationofWCMintotheSGGbusinessasawholeunderFrancoisleadership.New1.CforQingdao.XingZhiqianghasbeenappointed1.ocalCoordinatorforQingdao.Heiscurrentlyshiftmanagerwithaqualitybackground.Hewillbefullyoperativewhenthereplacementshiftmanagerisappointed.WemeZhiqiang.Saintgobainglas

10、s6SisnotjustfortheShopFloor!TAB1.EOFCONTENTSObjectives&KPs1.ocalDrojeCtSGlobalprojectsSiteUpdate6SstandardsapplicationbySGGgroupSGGWCMTOO1.SAPP1.ICATIONMyContrOubonWCMTrainingBestPracticePag2PagC3Page4Pages5to30Page31WCMObjectivesandKPI,sWCMKEYPERFORMANCEINDICATORS2009WCMBenefits2009OBJECTIVES2010-r

11、y-7,Summary：PlantProjects 23.45M-2009Netbenefits 28.5M-Closedprojectbenefitsin2009 19.5M-Potentialsavingsinopenprojects 320Projectsclosedin2009Activity-OnTimeProjectvs.1.ateProjectSummary: 70.3%ofprojectsontime OpportunityforgreaterreturnonWCMifprojectsclosedontime. Plantstoprioritiseresourcesrequir

12、edtodeliverimprovements.Resource-ActiveBeltsvs.NonActiveBeltsSummary: 63%oftrainedresourceengagedinprojectactivity. Globalaverageissteadybutsignificantplantvariation. Plantswithhighestactivitylevelshadhighestreturns.Management-SteeringCommitteeHeldvs.Attendanceof皿“Summary: 74%SteeringCommitteesheld.

13、 68%attendancerate. OnthewholetheestablishmentofPlantWCMSteeringcommitteeshasbeensuccessful. Improvein2010.Culture-SuggestionsImplementedvs.SuggestionsSummary: 7056AcceptedYTD. 6532ImplementedYTD. Progressinallregionsispositive Plantshavebeenfocussedonimplementingsuggestionsmorerapidly.AnnualisedBen

14、efits.2%ReductioninProductionCostsperplantincludingGlobalProjectbenefits.SumofallvalidatedWCMbenefitswithin2010takenasa%ageoftheplantsProductionCosts(budgeted). GlobalProjectatplantlevel. 1.ocalProjectsincluded. 1.ossreductionprojectsincluded. MyContributionBenefits.CostDeploymentRolloutofSGGstandar

15、disedCostDeploymentModeltoPilotplants.1.eadership100%ofSeniorManagementteamtohavereceivedWCMChampionsTraining.WCMSteeringCommitteestobeheldeverymonth.Minimum70%attendancebySteeringCommitteeMembers.SteeringCommitteeMemberstoactasProjectSponsorforatleast1project.ResourceCommitment2%FullTimeEquivalent(

16、FTE)atPlant1.evel.AnFTEof1.0isthesameasafull-timeworker.Aplantwith200employeesneedsanFTEof4.0toachievethe2%targetThiscanbeachievedwith4fulltimeemployeesOR8employeesworking50%OR20employeesworking1dayaweek,oranycombination.WCMAwarenessMinimum20%ofEmployeestohavereceivedbasicWCMawarenesstrainingWCMAsse

17、ssmentsTransitiontonewSGWCMAssessmenttoolbyQ32010AssessmentAwardsredefinedbasedonNew-SGWCMcriteria.25%ofplantsassessedtoattainBronzeaward.6S=SSSafetyPlantstoimprovetheiraverageSite-Wide6SAuditscoreby3points.PlantswillhaveaBaselineAuditinQ12010,againstSGGstandards.MyContributionAverageof1implementedS

18、uggestionperEmployeeperYear.SING1.EPAGESUMMARY(SPS)jWeneedaddtheSinglePageSummary(SPS)toeveryclosedproject,andwehavedefinedanewformat(inPPT)onDecember2009.Fromnowon,alltheSPSwillfollowthisstandard.AndtheWCMcentralteamwillcheckeachclosedprojecttomakesurethestandardSPSisadded.,1.ocalProjectstrackerCon

19、tact:Ian卜OrdIanfIord2waini-Thankstotheeffortsofourregionalcoordinators,nowwehavetrackersofalllocalprojectsinoneexcelfile(817projectsinNovember).Alsowecanseetheprogress:I)ProjectdescriptionsareinEnglish,sothateachplantlearnsexperiencefromotherregions;11)Projectareasaredefinedinto19differentcategories

20、,andeachwithauniquenumber.Thiscouldhelpusbuildaflowsystemlater;1.U)Aftercollectingallinformation,wecandrawthePieChart,whichshowustheproportionofeachareaandthefundinvolvingeacharea.WCMProjectsPerPlantStandardArea(%)AllProjectstodateUPDATEONTHEA1.FRESCO02Suppliers3%03Batchhouse7%04Fumace5%19Peopledeve

21、lopment1%)1EHS18Costreduction5%05Float24%08Warehouse12%17Quality4%16Utilities15Maint5%nccFromthischarts,wecanseethatproductivityprojecthascoveredthemostimportantpart:299projectsintotalandcost11millioneuro.Glass1.ossandCostReductionprojectalsotakeagreatpart:203projectsintotalwhichcost3,5millioneuro.S

22、oifwecanpaymoreattentiontoproductivityprojectsandglassloss&costreductionprojects,Wewilldobettertorthenextyear.Fortherestprojects,weclassifythemintocategoriessuchasInternalRemarks,ExternalClaims,ServiceRate.Inthisfile,wecantraceallWCMprojects,andfindoutwithwhichdepartmentstheyhavennections:Warehouse,

23、Float.Batchhouse.Soifwewanttoworkontheseprojects,wecouldeasilyfindthemout,andcontacttherelativedepartments.WehavealreadybegunsomecontactsfortheprojectsinWarehouse.OG1.ehr1%07Cuttingline7%141.ogistics7%13Forming.一_二0%12Mirrorline3%111.aminatingline2%10Coating7%09Offlinecutting1%Wewillputalltheclosedp

24、rojectsonAlfresco(intheColumn041.ocalProject),togetherwithSPS.AndWekeepupdatingeverymonth.Soallofourlocalprojectswillbecometheopenresources,otherbranchesofthegroupcanlookthroughourprogress,andshareourexperience.G1.OBA1.PROJECTSTHICKNESSOPTIMIZATIONHelpedbytheineasinpullrateandtheperseveranceofourtea

25、ms.Yeagainbreaktheatimerecordbyarrivingata1450KcabKgconsumptionGNovember.A)CrownlsoatonB)Bfeast-walisolationAfterthereplicationeffortsthatwereThereforeWehavedcc*dcdtobuildaworkgroupandholdafrsmeetmginSalaiseinFebruaryinordertoaddresstheproblemslinkedtothiskindofproduction-11wepeHie三Hy:Jacarei3,Salat

26、seandAnchebeingattheheadofthegam:laddition,theDTIsrecommendingforcertainplantsto504atethe*wngend.Thisoperationhasproventoreducefurthertheenergynsumptknby1.2%versusIbooreticaleitherbyalkwngforalowerconsumptionofgasintheWofkingendorbyHIOwingfortheuseofalargerbarrageinthewat.Ifyouhavenotarrivedtothetar

27、get,yourfurnaceisProbabiyagoodCandadateWherethisprocedurecanbeimplementedTRIMMING1.OSSThetrimminglossprojectissldeliveringbenefitsandmostplantscontmutoshowimprovementStatisticalanalysisshowsthatthebiggestpotenbalforimprovementlaysinthoseplantsthatproducenormalthickness.2010For2010.wwillattemptwithth

28、ehelpOttheDTItoreducetheamountofSodausedinourfloatlinesinordertoarrivetoam11wnSGGsetvalue.ThecurrentglobalprojectsWill11tinu: EnergyReduction Trimming1.oss ThocknessOptimization CulletrecycleAndwwiltrytousestatisticaldatatoanalyzegk)baltecrcaPcdOrmanCeeverymonth.ThislastpartisintendedtorenderVisibel

29、itythatmightheascsheetofglassbeforedispatchtothecoatingline,andsimultaneouslydeterminetherootcauseinordertoeliminateIt.Theissuewasthattheinspectionanddetectionsystemswerenotabletodetecttheappearanceofspecksontheglassuntiitarrivedonthecoatingprocessline,MiChledtocomplaintsandrepeatwork.Hwasalso*nposs

30、iUetodeterminetheOnginotthedefect.ToensurethePfOblemwasapproachedinastructuredmanner,anagendaandanalysistlswereadopted.Define:TheKaizenagenda,toolstobeused,andresources(productionandqualitypersonnel)weredeterminedandtheproblemandobjectivesdefined(detectionandeliminationofthedefect).Measure:Weidentif

31、iedandestablishedvariousmethodsfordetectingthedefect.Weobservedthatthedefectbecamemor。obviousastheglasstemperaturedropped.Themethodthatprovedthemostreliablewas： Spraymagnesiumdustontheglasssurface Applyfluorescentlightata90incidentci11geAtHumanResources,wensidrthattheWCMprogrammakesadecisivecontribu

32、tiontoachievingormanufacturingobjectives(reducingsts,optimizingworkprocedures,etc.).TheprogramalsohelpsreinforcesomeofourdepartmentsessentialprioritiesthroughthebasiccomponentsofWCM:(1)trainingintegratedintheprogramthatenablesustoacquirerigorous,provenandefficientworkprocedures,and(2)theteamworkcomp

33、onentthatisadriverbehindtheWCMsoperation.Inthefmalanalysis,arigorous,useful,undoubtedlystrategicprogram,thatisalsoafantasticwayofcontributingtoourteamsprofessionaldevelopment.Insodoing,italsohelpsachieveOVeraRimprovementofourproductionplant.PascualJimenezAnalyze:Weaafyzedtherootcause(brainstormingan

34、dmapping)toidentitythepossiblesourcesofthedefect.Us*nganimpactmatrix,weconcludedthatthemainsourcesCOUWbe：thesurfacetreatmentequipment.thesplinterremovalbrushes,cuttingbridgelubrication.6SACTIONS6S-BEFOREImprove:Wexxnp4edathree-daytestprogramtoreproducethedefectandeliminateitbymodifyingthequipmentdet

35、ectedintheanalysisphaseasbeingthesource.Usingthisplan.Wedeterminedthatthesourceofthedefectwasthesurfacetreatmentequipment.Control:Thefollowingntrolmeasuresv/ereimpngsurethatthesurfacetreatmentUmIWaSthereforenotinservice. ControlplanCreatenewinstrucoonsfordetectingthisdefectinthelineinspectionprocedu

36、res. IncludeinMKT2(mini-anomaly).Therehasbeennoreoccurrenceofthedefectsincethesecontrolinstructionsvbintroduced.AINE1.SOKHNAContact:JavicrdelRR)avic匚dclrioRsainlRONEWWCMPROJECTSInourjourneyforntinuousimprovemenl.IhreeWCMprojectshavebeenlaunchedinthelastquarteroftheyear. CulletreturnProjectTheobjecti

37、veistodesignaprogramforculletreturnandculletcollection,withtheobjectiveofincreasingtheculletby5%fromcustomerreturn,andnomorethan500tons(10daysapprox)stockintheculletyardofexternalculletbytheendof2010. 1.eanprocessofglassorderingfromdifferentsuppliers.Theobjectivestohavealeanprocessofglassorderingfro

38、mthedifferentsupplierstoachievetheminimumtimefromglassorderinguntilglassreceivedinourwarehouse(targetis45daysmax.) Developsupplierforwoodenpackages:TheobjectiveistofindapotentialsupplierforwoodenPadmaterialabletosupplytherequiredwoodenpacksaordingtoSaint-Gobainqualityspecsandquantitywiththelov/estst

39、.beforethefirstofFetxuarv2010.uMYINFOnANDIMPUTESnITTOO1.CUSTOMIZATION OneoftheobjectivesIn2009wastouse,MyinfoandImputeswebapplicationstofacilitate:-Improvementactiontracking-TFxreportingandfollowpWehavecustomised-MyinfoandImputes,tofitbetterwithourneedsandhaveachievedanimprovedversionbyimplementingt

40、hefollowingchanges:Moreleanloginsteps-UpdateddatabaseofASKemployees-MeetingManagementadjustingTFxReportingdeploymentQUA1.ITYTOO1.TRAININGAnintroductiontobasicqualitytoolshasbeengiven,inthreewaves,toallthenewjoiningoperators,coveringthefollowingtools: CauseandEffectDiagram Histograms ParetoAnalysis Flowcharts ScatterPlots RunCharts ControlCharts