OWENS CORNING FIBERGLASS A.S. LTDARIO CLARO TECHNICAL FABRICS (TF) PLANT
1. Organization Profile:
The story of Owens Corning began in the 1930s when a failed experiment with glass building blocks
produced a surprising result - it revealed a way to make glass fibers in commercial quantities. Thatdiscovery launched more than a new product. It set in motion a remarkable series of events that included
the birth of Owens Corning and the spawning of new industries related to the production of fiber glassmaterials.
From its inception in 1938, Owens Corning has leveraged the power of innovation to achieve its missionof delivering solutions, transforming markets and enhancing lives. And for nearly 75 years, Owens Corning
has led virtually every major technological advance in glass fiber.
Through the years, Owens Corning innovations have ranged from military applications during World War
II and the Fiberglas™ - reinforced 1954 Chevrolet Corvette to the manufacture of materials for Apollo
space suits, insulation of the Trans-Alaska pipeline and the Fiberglas™ roof of the Haj Terminal in Saudi
Arabia, to name but a few. This spirit of innovation continues today with revolutionary solutions such asOwens Corning’s high-performance EcoTouch™ insulation, introduced in 2011.
Owens Corning Rio Claro Technical Fabrics Plant began its activities in 2008 and it´s the only TF site in Latin
America. Its primary activity is Manufacturing of Biaxial and Multiaxial Fiberglass Fabrics and Molding
Mats and it exports their products all over the world.
Owens Corning Rio Claro TF operates 24/7 with 154 employees. The current achievements of the Plantare:Owens Corning ranked No. 1 on the 100 Best Corporate Citizens List for 2022 the fourth year in arow at the top.
In 2021, for the 12th year in a row, Owens Corning earned placement in the Dow Jones
Sustainability World Index in recognition of its sustainability initiatives.
TPM Excellence Award Category B by JIPM in 2020.
More than 90% on Quality Complaints reduction from Customers since TPM Journey started in2016.
Zero Recordable Incidence Rate (RIR) since 2016.
ISO 9001 since 2011.

2. Milestone on the Journey of Manufacturing Excellence
The Technical Fabrics plant from Owens Corning in Rio Claro started its TPM Journey in 2016 and it wasmainly impelled by the maturity enhancement of GRS Plant that started its own journey in 2013, obtaining
remarkable results and consolidating itself as an excellent hub for TPM in OC Latin America operations.
So Technical Fabrics (commonly known in the company as TF) also started TPM aiming to leverage theirprocesses of Technical Fabrics based on fiberglass, mainly produced for Wind Energy market players thatwere being established in Brazil in the Northern region and expanding their participation in the windmarket aggressively. Thus, TF started the TPM strategy implementation in order to increase efficiency andreduce losses over a very critical manufacturing process. Our fabrics make up most of the wind blades inthe world and almost all the market in Brazil.
The critical factor for such a type of manufacturing and product is about Quality and Cost, as even thesmallest point of contamination can compromise the processing of a Customer’s fabric roll, avoiding aperfect chemical reaction with resins, for instance. The length of the roll is inside specifications and is alsoa key factor. Over time, many of our Customers automated their wind blades molding process, not being
possible manual adjustments and a small difference up or down can cause material loss and make anentire Customer’s roll be wasted, therefore causing a potential loss of an entire blade.
Thus, having this as a current perspective, the Owens Corning TF leadership started the TPM program in2016 using the most important machine for the volume of the Plant at that time, which is the MAX 2 line.
It would be from then on our pilot line.
In 2017, the total demand for wind energy products dropped sharply due to a huge financial crisis in Brazil
and remained until 2018, when the management organization was merged with GRS management Team,aiming cost optimization and reorganization. Once again, the TPM management model was tested as thevector to not only deliver results, but to help restructure an entire organization.
The result of this was the launching of all Pillars operating in the Plant and 100% of our lines working
under AM Steps methodology, besides a continued strategy of machine restoration and a focused-onmachine techniques training plan executed by T&D inside a brand-new Training Center launched in thebeginning of 2018, which was during the hardest year of the crisis. The Leadership sent a message to ourcollaborators and all organization to clarify all this strategy and that so far, we are successful.
In 2020, due to the COVID 19 pandemic, we were challenged with the risks of stoppages in our operations,as occurred in several companies around the world and we received a task on how to keep our Plant
running without Safety, Quality and Delivery impacts on our results. Once again, through TPM and theirPillars we achieved this. Through of the EHS Pillar’s work, we contained the risks in our Plant with focusedactions and monitoring. In addition, we remodeled our training processes from presential to a virtual
method where all protocols were followed to the letter.
We have developed a Kaizen evaluation process and in a virtual way, we can hold our coaching sessions
and as a result we have brought significant gains to the company.
Our AM pillar elaborated a virtual assessment model of changing AM steps, and we also were able tocontinue evolving with AM throughout the plant. At the same year we were certified in the Manufacturing
Excellence award by JIPM. After the certification, the TF Rio Claro Plant started its strategy for theConsistency Award, aiming for a deeper approach on methodology for losses reduction and todisseminate this mindset to the Supply Chain in order to launch the TPM Office Pillar. At the same time
we also launched the EM Pillar.

Both Pillars developed excellent work in the search for continuous improvement. Our TPM Office Pillar
led the implementation of the Loss and Cost Matrix where we identified several opportunities anddirected them to the Pillars to address them through kaizens. It also led the application of VSM where weconnected the Plant operations in Brazil and several kaizens were also developed to reduce losses
throughout our Supply Chain.
Our EM Pillar implemented machine improvement projects using the EEM methodology and developed
new products together with our Customers using EPM, we learned many lessons and improvements in
our processes that we were able to share with other Owens Corning Plants around the world.
Our T&D Pillar updated the Training Center together with the AM, PM and QM Pillars in order to provide
the necessary resources for training people and thus being prepared to reduce losses and waste in a
preventive way. It also implemented a human error capture model and thus, together with the otherPillars, developed increasingly robust processes to prevent accidents, it generated quality defects andmachine breakdowns due to lack of skill.
3. Benefits Achieved
After this strategy was implemented, achievements such as the reduction of “short rolls” (non-conformingproduct) emerged and machine breakdowns began to lessen. All these aspects have prepared the Plant
to be an export hub for other businesses and due to the increase in operational efficiency, to becompetitive to serve the foreign market and to be prepared to absorb the volume demands in thedomestic market.

Furthermore, following the example of what happened at GR Plant, the FI mindset became even stronger,
as all the Pillars started to work with Loss Trees and define their projects called in the Plant such as“Priority Teams”. This process establishes that the main losses identified by the business in that year must
be covered by Priority Teams cases.
Since 2021, another source of case generation is the use of the Loss and Cost Matrix and Value Stream
Mapping prepared in conjunction with the GRS Plant. We found more than 50 cases opportunities.

4. TPM Award Assessment Achievement Sheet
The table below shows how TPM continued bringing results towards Special Journey:

5. Key of Our Manufacturing Excellence
We want to continue to implement TPM as the way we run our operations in our Plant because we believethat through TPM can bring us into a better position every day supported by a going-through-maturity
continuous improvement process. From the strong moment when we promoted a transformation in ouroperations due to benefits the TPM brought for us.
Rio Claro TF Plant is aware about being a positive and strong TPM Implementation case, that made its
decision to accelerate TPM Implementation during the hardest financial crisis in Brazil ever, showing to
our Employees, Leadership, Customer, Society and Corporate Stakeholders many benefits in Safety,Quality, Productivity, Cost and People Development.
So, in this exciting spirit, remembering and getting constantly inspired by what we have constructed since
we started TPM in this Plant, we want to continue this successful and transformational journey. So, weare proud to challenge ourselves to apply to the Consistency Award Certification and crown this part ofour journey that belongs to all Employee, Suppliers and Customers, that together are making this more
possible every day.