OWENS CORNING FIBERGLAS FRANCE CO., LTD
Award For TPM Excellence, Category A
1. Company, Plant/Factory Profile
1.1 About Owens CorningOwens Corning is a publicly traded company on the New York
Stock Exchange (NYSE: OC), the headquarter based in Toledo,Ohio, posted 2021 sales of $8.5 billion and current employs about
19,000 people in 31 countries around world, founded in 1938, anindustry leader in glass fiber insulation solutions business (ISB),
Roofing and Asphalt (R&A), glass fiber Composites Solutions
Business (CSB), has been on Fortune 500® list for 67 consecutiveyears.
Our products range from glass fiber used to reinforce composite materials for transportation,
electronics, marine, infrastructure, wind-energy and other high-performance markets toinsulation and roofing for residential, commercial and industrial applications. Now, OC has
become a Broad-Based Company Recognition, we aspire to build market-leading businesses;
global in scope - human in scale.

1.2 Sustainability in OC-TPM
At Owens Corning company, TPM is the way we drive our operation to ‘Zero’ – zeroaccident, zero defect, zero loss. This is what we call operation excellence. We introduce TPM
since Y2012 in Composites Business, and in Y2017, made huge strides in launching andimplementing TPM throughout 3 business.

1.3 About L’Ardoise Plant
Owens Corning L’Ardoise Plant started in1972 with focus on fiber glass related
products, mainly assembled roving. Its
products: which nowadays also include
Wet Used Chopped Strand have been
exported to countries all over the world;with 95% of the products been sold in
Europe. Products are mainly used inmarkets such as wind energy, automotive
and building materials. The plant isrecognized for ISO certifications in quality, safety and environment.

OWENS CORNING FIBERGLAS FRANCE CO., LTD
Plant Main Information
Occupied area

270000 m2Startup time1972

Total headcount290

Annual output capacity

96 ktons

Market distribution

Europe (95%)

Product application

Wind Energy, Pipe, Automotive, Tank, Boat, Electric equipment, etc.

Product range

Process technology

RM – Melt – Forming – Winding – Ovens – Packaging - FG

Major equipment

Glass furnace, Batch house, Bushing, Winder, Oven, etc.

Major achievements andrecognitions

ISO 9001/14001/45001 certification; JIPM Excellence Award

2. Milestone on the Journey of Manufacturing Excellence
2.1 Why We Do TPM
With TPM program implementation, recognized through the Excellence Award, we have
improved the results of our plant to reach our best performance level. TPM is our program tocontinue winning in our challenging situation:-Europe is facing high inflation and instability, our cost control through loss eradicationis critical.
We are in a market with strong competition, the quality of our products is essential.

OWENS CORNING FIBERGLAS FRANCE CO., LTD-Adoption of new technologies is critical for our company to get benefit of automationand digitalization.
At Owens Corning, “our people and products are making the world a better place”.
Making our Plant sustainable by reducing its environmental impact is critical.

With such challenges in front of us, we must have strong execution and discipline. TPM withstrong pillars involves all our employees around our vision of our Plant “sustainably agile”.
TPM in L’Ardoise is our way of working to consistently improve our performance.

2.2 L’Ardoise Plant TPM Journey
L’Ardoise Plant is one of the biggest fiberglass plants in Europe. Two years after furnaces
rebuilt, in 2016 the plant introduced TPM to achieve our competitiveness goals.
TPM journey started with a pilot in the winding area where Safety, Quality and Productivity
losses were the highest in the plant.
We use TPM methodology to manage the plant with significant progress since 2016. In 2019
we drive all 8 pillars with all the employees deeply involved in TPM activities. The way ofworking changed. Pillar activities, loss elimination and cost management are part of the normal
daily work.
In 2020, we received JIPM Award for Excellence, validating development of our employees
through TPM. We continue to deepen our understanding and spreading methodologies
throughout the plant. We have increased skills within the shifts, have improved our governance,and our operational results continue to progress. For the first time, we are now working on AM
step 5 in the packaging.
We have achieved 0 accident in 2023 and reached best in class Net Efficiency level for ourbusiness with a performance over 93,3 % in 2023.
Now, we want to continue challenging ourselves to improve our cost position in the volatileenvironment we face. We want to expand our program to reach JIPM TPM Consistency Awardwith consistent application of TPM principles, methodologies, and tools.

3. Benefits Achieved
3.1 Tangible Results
Safety is a core value in Owens Corning organization, The engagement of the teams throughhazards notification, PJHA, BBS, allow us to reach 0 accident in 2021 and to decrease our First
aids number by 75%.

OWENS CORNING FIBERGLAS FRANCE CO., LTD
TPM elevated plant performance by improving equipment reliability and employees’
competency. From 2016 to 2023, the NE (Overall plant net efficiency) increased by 5%, witha record in November at 93,7%.
We have made huge effort in cost management to reduce the impact of the inflation, integrating
cost management in our Daily Management System. We have multiplied activities to reduce
breakdowns and improve quality of the spare parts to use less of them, we have also adjusted
consumable consumption to reduce waste.
Regarding defects rate, we hit record in Cost Of Non Quality, bellow 9$ per Ktons of product,
thanks to FI initiatives strongly maintained through Daily Management System.

3.2 Intangible Results
After Excellence Award, we consistently grew operators through AM step 4 and 5. Transfer ofknowledge from PM specialist to AM team has been ensured through creation of training
benches and jointly fixing of tags. Our operators are now able to share their knowledge to others
Owens Corning plants in Europe, showing their engagement and motivation, but also outside
the company, through local Operational Excellence Group from the region.
Since Excellence, shift leaders developed abilities to identify phenomena and eliminate losses:
they are now able to lead FI activities like Quick Kaizen and QC story.
Strong governance of the Steering Committee allowed us to:-Monitor and adjust Pillar activities to execute Plant Roadmap
Develop strong coordination and collaboration between Pillars
Drive elimination of losses with systematic approach.

OWENS CORNING FIBERGLAS FRANCE CO., LTD
4. Key of Manufacturing Excellence
Policy deployment is our process to define our goals and engage the team. It is a yearly process
part of the governance of the steering committee of the Plant.
Based on Company strategy and expectations, we have defined our Vision Mission to win on
the market. The Policy deployments allows us to translate Vision and Mission in indicators andactivities for Pillars’ teams to eliminate losses through projects and natural team to maintainthrough Daily Management System.
A strong loss identification process allows us to measure the gaps to our targets and to identify
the proper initiatives to reach them. Cross functional teams are defined including natural teammembers to timely execute projects with Pillar support and accountability.
All employees are involved in the cascade of the Daily Management System to maintainperformance and avoid any deviation to standard.
The strong governance through Steering Committee monitors and adjusts Pillar activities toensure execution of Plant roadmap. The leadership team ensures strong presence on theshopfloor through Gemba to support employees in daily activities.
The leadership team of L’Ardoise plant is committed to implement TPM to a very high leveland use TPM as the way to operate the Plant in order to improve cost position in the market,
sustain and improve our operations and create the culture and working environment change
needed to reach zero accidents, zero quality defects and zero loss.

OWENS CORNING FIBERGLAS FRANCE CO., LTD

We refresh our vision with the team, we target to make our Plant sustainably agile. We workon 3 mains axis: Performance / Environment / Social and Human.

OWENS CORNING FIBERGLAS FRANCE CO., LTD
OC vision To build a sustainable future through material innovation
andmission
1.

Strengthen position in core products & markets

2.

Expand our multimaterial system offering

3.

Develop prefabricated & modular construction solutions

L’Ardoise Vision: Sustainably Agile
plantvision andmission
Missions:
1. Social/human: develop talent, increase Inclusion & Diversity, Eliminate safety
risks
2. Environment: reduce our footprint by reducing CO2 emission, Water
consumption and improve waste management
3. Performance: improve cost management, improve productivity and Net
Efficiency

Plant
objectives

SafetyQuality

Performance

KPI/KAI(some)

Recordable

CustomerComplaint

NE%

First aid
Near miss

JE%

Repetitive
Complaint

CE%

IFR

Breakdowns

Cost

Sustainability

Other Cash Water&Cost
Energyconsumption
Unit Cost
GlasstoFinancial
landfill
Productivity
CO2Projectemissionsavings

HumanSkills gap
Woman inOperation
Absenteeism
Operational
SurveyOWENS CORNING FIBERGLAS FRANCE CO., LTD
Pillarapproachactivities

AM Pillar
and Equipment
running at
optimalconditions withno Safety or Q
lossesPM pillar

FI pillar

Zero breakdown
throughmaintenancestrategy andskills
improvements“Zero Loss”
mindsetDeployment AM
activity in areas.

PM Operators
upskilling

Develop loss

AM upskilling ofoperators

Improving
themaintenanceindicators
throughbreakdowns andcost reduction

Increase abilities
to find and solve
abnormalities.

Blitz approach toTrain AM teameliminate
trough AM Step 4
abnormalities
Restoreequipment’s

Improveperformancethrough projects
trees throughpillars

T&D Pillar
Provide knowledge
and skills to work
efficiently andeliminate losses
Setof
skill
matrix/practices to
identify the rightskills to the right
person and the righttime

Improve loss
elimination
lossesthrough upskilling Measureof the teamdue to lack ofDevelop FI skills
in natural teamDevelop and train
advancemethodologies
and tools

skillsManagematrices

skillsDrive Policy
Deployment
process with OA
pillarPillarapproachactivities

QM Pillar
and Eliminate
external orinternal defects
Our product andservice meet ourcustomer’s exact
requirement
Our process iscapable andconsistent.
Develop QA/QX
and QM matrices

EHS Pillar

OA Pillar

EM Pillar“Zero incident”
Everyone takes
care of their own
safety and safetyof colleagues as
being injured at
the job is
unacceptable.

“ZeroadministrativeLosses” through5S and officeTPM
methodology“Vertical Start-up”
for all product andEquipment.

Create a safe
workplace bydeveloping asafety culture.
We believe every
accident ispreventable

Create astructured
approach tosearch for andeliminateadministrativelosses.
Drive Policy
deployment

Deliver new
products meeting
both customers andinternal Businessindicators
Product andprocessdevelopment
management
processOWENS CORNING FIBERGLAS FRANCE CO., LTD
Through AM
Steps

Governance

Develop tools innatural team:
PJHA, BBS,
Our people have safety walkthe skills andcommitment toensure quality forour customers

process with FI
pillarSteering
committee

Pillar meeting

WeeklyWeeklyHuddle Daily
ManagementSystemShift to daily

Create standards
to usemethodologies in
Support PM to a systemic way.
reduce cost of
the spare parts
Deploy TPM in
supply chain
GembaDaily

5. Achievement Record
Company & plant nameOwens Corning Fiberglass France Co., Ltd.

TPM Slogan/Objectives

Identify, Analyze and Eliminate All Losses.

CategorySSP

Index(Calculation Formula)
Number of work-related
accidents requiring days
off work
Number of work-related
accidents not requiringdays off work
Productivity for mainproducts

Unit

Kick off/TPM
Started2023

Target2024

Cases/
annually500Cases/
annually126

2420(Kg/hour)

242.5

235,8248,7

P

OEE (or Overall Plant
Efficiency)

%

89.7

93,393,6

M

Number of tags raised

Number1221

21906

25200

P

Number of breakdowns

Breakdowns/
annually

2160

3660

Q

Number of customer
complaints

Number/Tons

0.22

0.25

0.3

Q

In-lineScrap
defect rate

%

4.2

3.5

3.4

C

Cost index

Cost/Unit
Cost/Kilogram

1

1.12

1.2

D

Lead time in days

Days

87.5

7.5

JIPM
UseOWENS CORNING FIBERGLAS FRANCE CO., LTD
D

Delivery performanceS

Safety index

M

Other%

92.8

92.8

93

Accidents per
100,000
operator hours

9.56

00

Number of Employee/Number/ Year
3608
3800
Suggestions<Specify achievements not expressible in numerical terms>
1. Do you have a program where all employees can participate in TPM?
Yes. All employees participate in the TPM program, through activities
such as: Daily AM activities (Cleaning, Inspection, Tagging, OPL)
 Losses elimination through Project/Kaizen activities
 Daily Management System (Huddle)
 Training other on Shopfloor or training centre Weekly 5S activities

2. Do you have a program allowing employees to be recognized theirachievements?
Yes Quarterly incentive program to recognize collective
achievements linked to SQDC KPI’s
 Each Trimester, bonus for the 3 best tags related to safety
3. Are top management involved in the audit/verification of completionof TPM pillar steps?
Yes LPA Process audit and daily Gemba system (AM/5S/FI
project/Safety)
 AM Step audit performed by AM groups and Step Change
Validate by Steering Committee Audit
 OC Internal Assessment team audit, to check TPM progress,
once a year, with OC TPM assessment standard
4. Are all pillar activity boards displayed and reviewed by topmanagement?
Yes. L’Ardoise Plant activity boards are displayed on the shop floor,
owned by activity group and reviewed by Pillar Team Members.