Owens Corning Company Profile
1 Company, Plant / Factory Profile
1.1Company Information

Owens Corning Headquarters, Toledo, Ohio, USA

Owens Corning is a global building and construction materials leader
committed to building a sustainable future through material innovation. Our
three integrated businesses – Composites, Insulation, and Roofing – provide
durable, sustainable, energy-efficient solutions that leverage our unique materialscience, manufacturing, and market knowledge to help our customers win andgrow. We are global in scope, human in scale with approximately 19,000
employees in 31 countries dedicated to generating value for our customers andshareholders and making a difference in the communities where we work andlive. Founded in 1938 and based in Toledo, Ohio, USA, Owens Corning posted
2022 sales of $9.8 billion Owens Corning has been a Fortune 500 company
every year since the list was created in 1955.

1.2Singapore Plant Introduction

Owens Corning Singapore Plant
In 2010, Owens Corning set up Singapore plant as a business strategy to ensure
global supply security, plus the opportunity to grow its business in providing
GlassMetal Services for both OC plants and external customers. It is also tosupport the global supply chain with prior to only a single source in North
America, Concord plant.
Currently Owens Corning Singapore plant has 46 employees. The Plant Leader
manages the plant, and reports to AP OPS Director and Alloy Engineering
Director. There are 25 direct labors who are working in the front line and 21
indirect labors from the support functions. Most of the employees have beenworking here for more than 8 years. The main process in our plant are;
Cleaning, Melting, Forging, Rolling, Stamping, Cutting, Punching and Welding.
Our main products are Bushings and Furnace parts (bubblers, level probe,
skimmer block covers, viscosity parts), PGM “tank” as well as lab instruments
for glass fiber and wool factories. The products were made of Pt and Rh alloy
whereby the customers will provide the alloy as raw materials and OC
Singapore plant processes and fabricates them into subsequent products. Mostof our products were used for molten glass over 1000C, with product lifetime
between 250-300 days.
We currently supply customers in the region of NA, Europe, AP except China(after the setup of China Suzhou GlassMetal Services plant in 2013)

2 Milestone on the Journey of Manufacturing Excellence
Owens Corning Singapore was set up in 2010 by expatriates from Korea glass
plant and US alloy plant. The first batch of employees were sent to US, Concord
plant for training, and these trainers from Concord were then sent over toSingapore.
 Equipment in Singapore plant were all transferred from several alloy
shops within OC glass plants that were being closed as the result of theglobal supply security strategy. Most of these machines have been usedfor over 10 years or longer, although still functional but were not in goodcondition. With our Maintenance team of 1 leader and 2 technicians, it
was plentiful for them to take care of these machines, establish an overall
maintenance system and plan, as well as focus on advance problem
solving. Most of the time spent by our maintenance team were on
breakdowns (reactive) activities.
 We follow the way of manufacturing process as what was taught fromConcord; The operators focusing solely on manufacturing process anddoes not participate in any maintenance activities. Hence, they are lacked
the necessary maintenance skills and knowledge.
 Product in Singapore plant were produced via batch process. Some of thecritical process only have a single equipment. A failure or breakdown
could have a significant impact to the entire process and plant business.
Therefore, equipment reliability and predictive maintenance are very
important for the plant.
Based on the situation, the company and plant management discussed and madealignment to introduce a system that will ensure that our equipment were always
in an optimum condition, reduces the loss caused by machine breakdown,
improves peoples’ skill and change their mindset on maintenance. TPM is thebest choice.
We kicked off TPM in the early 2017, started from 2 pilot areas. A year later,
the activities were expanded to another 2 areas, hereby involving all 4 different
sections of our shopfloor and achieving 100% employee engagement in TPM
activities for our operations team. The experience was shared among othergroups, to help each other understand the TPM methodology, accelerate ourTPM progression, train and develop the people. We deployed TPM on 5 corepillars. So far, all the pillars made great improvement and have benefited from
TPM in both tangible and intangible aspects.

3 Benefits Achieved
3.1 Tangible Improvements Safety and Health – We had 3 recordable incidents within 7 years, with 1
consecutive case in 2021 and 2022. Corrective actions were taken
promptly and till date there is no reoccurrence.
 Environmental – Energy consumption and total waste per unit of finishedgoods are decreasing year over year.
 Quality – Gradual decrease of customer complaints despite the increase inproduction volume. CONQ reduced from 37.3 to 20.82 USD/Kg Shipped.
Scrap rate reduced from 2% to 0.37%.
 Productivity and Cost – Manhour/Kg finished goods were reduced, andUnit Cost maintained despite an increase of 30% in production volume.
More than 60% reduction in machine breakdown numbers and time at
110 to 41 and 2091 to 192hrs respectively.
 All the tangible results have improved greatly.

3.2 Intangible Improvements Achieved huge improvement of 5S in both our shopfloor and offices.
People are working in a better environment.
 Through the various TPM activities and training, operators gained moreskills and knowledge. They appeared to look confident.
 Operators starts to take ownership of their equipment. They look after itby themselves without directions.
 Improved processes and condition of equipment. A win-win situation wasachieved where employees enhanced their skills with better work results
and the plant benefited from the peoples’ growth.

4 Key to our Manufacturing ExcellenceWith the experience gained on our TPM journey for the past 6 years, wehave learned a lot and will be systematic moving forward; AM, total engagement in eliminating forced deterioration. Keep CILT
standards updated and continue to perform CILT regularly.
 PM, improve equipment reliability and reduce the Losses due tounplanned maintenance.
 T&D, consistently train and develop our people, reduce the Losses due toinsufficient skills.
 FI, continue to monitor and prioritize the Losses, establish project teams
and Kaizen culture to reduce the Losses in our plant.
 EHS, consistently keep our people safe by recognizing and control risks,
continue to reduce impact to our earth.
 In general, rely on all engaged Daily Management system to follow up
and review the TPM tracking items, deploy group activities, ensuring oursuccess to TPM.

TPM Award Assessment Achievement Sheet
Company & plant nameOwens Corning / Owens Corning (Singapore) Pte. Ltd.

TPM Slogan/Objectives

Think, Practice and Manage with the TPM way▼ Please fill in the range of data you are collecting ▼CategoryUnitIndex

Enter the year →BM(TPM Started or lasttime awarded)

Actual StatusTarget

20172023

2023

SNumber of work-related accidents
requiring days off work

Cases/ year

100S

Number of work-related accidents
not requiring days off work

Cases/ year

000P

Productivity for main products

Hours / Kg FG

4.49

4.05

3.95

POEE
(or Overall Plant Efficiency)

%

62.85

84.24

82.00

P

Availability

%

74.72

88.20

89.00

P

Performance Rate

%

98.1

97.31

95.00

P

Quality Products Rate

%

85.39

98.12

97.00

P

Number of breakdowns

Breakdowns/ year

110

41

30

P

MTBF

Hour

121

168

171

P

MTTR

Hour

0.82

0.230.32

Q

Number of customer complaints

Number/year

865%

1.990.370.50

Q

In-line defect rate (scrap)
In-line defect rate (rework)C

Cost index

Cost / Kg FG---------

D

Production Lead timeDays

20

1818

DDelivery performance%

99.69

99.77

99.80

S

Frequency rate

Number of occupational
accidents with leave for 1000 000 worked hours

1300M

Number of Employee Suggestions(Kaizen)

Number/year

07870