1. Company and Plant Profile
1.1

About Owens Corning

Owens Corning is a global leader in building and construction materials, operating throughthree segments: Composites, Insulation, and Roofing. Founded in 1938, it is a Fortune-500
company for the last 68 consecutive years, with market capital of 9.8 billion USD having about
19,000 employees in 31 countries united to build a sustainable future through material
innovation. Computerworld has named Owens Corning one of the best places to work in
information technology. Ranked No.1 on 3BL Media’s list of 100 Best Corporate Citizens forfive years in a row since 2019, Owens Corning has a strong sustainability foundation.
Mission: To build a sustainable future through material innovation
Purpose: Our People and Products make the world a better place
Company Values (Global in scope, human in scale): Caring, Curious, Collaborative, andCommitted

1.2 Plant Information
International Packaging Products Private Limited Plant (IPPPL) was set up in 2002 at Silvassa,
India and acquired by Owens Corning in 2016 as part of their roofing business. It has twoPlants in Silvassa, namely Dapada and Sayli, located close to each other, with total 6000
MT/Month capacity running 24x7 with strength of 932 employees. These two Plants aresupported by the same IPPPL management. The main product manufactured in IPPPL is
Coated Woven, categorized into Roofing underlayment, Lumber Wrap, Metal Wrap and Geo
Membrane. IPPPL is essentially a manufacturing organization with 100% exports under Owens
Corning roofing group, USA. New product development and R&D activities are carried out atGranville, USA.
The raw materials are homogenized in an Extruder and formed into Tapes. These Tapes arethen fed into loom and woven into Scrim rolls. Next, the scrim rolls get coated and printed inCoater and Printer, respectively. Printed rolls are then converted into short rolls on Rewinder
as per customer requirement and dispatched.
Process Flow

Management Team

Plant operation - 24x7 (3 shifts)
Employee strength - 932a) Primary Head Count – 830b) Salaried Head Count – 102Plant Leader Opender Singh reports to Global Roofing Component Director Kevin Bohne.

2.

Milestone on the Journey to Manufacturing Excellence

Coated Woven volume is expected to grow due to increased demand in US and Europeanmarkets. At the same time, competition in the market is growing rapidly and fiercely boostingcustomer demand for better, faster, and reliable product. The ensuing scenario thus calls forcontinuous improvement for IPPPL in plant operations and asset utilization through loss
reduction. Many OC Plants have adopted TPM way of working to improve operational
efficiencies and reduce cost. This has helped IPPPL in its decision to adopt TPM for building
an effective operating system and enable relentless elimination of waste.
Our TPM journey was initiated in the year 2019 with five Manager Model Equipment. Prior tointroduction of TPM, Manager Model Equipment were characterized by numerous breakdowns,leakages, low OEE etc. With consistent efforts and systematic implementation of the five Pillar
approach, we were able to reduce the number of breakdowns, improve equipment reliability
and achieve target OEE in five Manager Model Equipment during the preparatory phase. The
results were encouraging which led to Kick-off on 31st January 2021. Subsequently TPM has
been rolled out from Managers Model Equipment to thirty-one circles covering both the Plants.
The twelve steps of JIPM approach for deployment of Pillars have been followed sinceinception, significantly improving results in terms of SQPCDM.
The undermentioned activities have been implemented 1. A detailed loss capturing system has been implemented covering all circles in the Plant
and the Plant projects have been identified from OEE/Loss tree and prioritized through

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3.

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5.
6.
7.
8.
9.

Loss-Cost Matrix. Yearly review of loss-cost matrix, benchmarking, SWOT analysis,business expectation in terms of market share and profit are carried out during thePolicy Deployment workshop, involving all functions, aligned with business vision,mission and objectives.
SQPCDM, KPIs and KAIs are aligned with business KMIs, and Plant Projects are
identified to achieve three years target for KPIs. These are further cascaded down to thecircles/task forces through eight pillar objectives/activities.
AM Step-0 to AM Step-4 have been implemented across the circles through the processof step-by-step audit involving the Plant leader. Six steps of PM and ten steps of QM
have been implemented as per JIPM guidelines.
TPM tools have been applied to reduce/eliminate losses and cost. By following FI ten
steps approach, key KPIs have been improved.
T&D pillar has taken initiative in development of trainers/facilitators for deep analysis
tools like ECRS, PM Analysis, PPA, WWBLA and so on.
Reward and Recognition program has been implemented to enhance employees’
engagement and motivation.
Employees’ general and specific skills have been assessed to identify gaps andsubsequently trainings are organized to bridge the gaps.
EPM and EEM learnings are used to develop MP information system for new producttrial and new equipment installation.
Office related losses are addressed by the office team by using Makigami analysis.

3. Benefits Achieved
3.1

Tangible Benefits

TPM structured Pillar approach implementation has improved plant performance in SQPCDM,
impacting OEE, equipment reliability, defect reduction, customer complaints, shopfloor
hygiene, cost reduction, and employee skills.
Some of the key tangible benefits achieved in 2023 as compared to benchmark 2019 are:3.2Number of first-aid injuries reduced to 4 in 2023 as compared to 29 in 2019
Average OEE of Rewinding process improved by 75%
Average equipment failures reduced by 70%
Customer complaints reduced by 90%
Overall Cost/KSM reduced by 12%
Intangible Benefits

TPM has helped us to improve ownership and confidence of operators. With continuous TPM
workshops and trainings, operators’ mindset has changed drastically for the better. This isevident in the significant improvements in the following areas in 2023 as compared tobenchmark 2019:

5S score improved by 103%
Attained AM ratio of 54% as compared to 8%
Accomplished 49 Kaizen/month as compared to 0.5 Kaizen/monthAchieved 859 OPL/month as compared to 64 OPL/month
Employee engagement has helped in the reduction of absenteeism

4. Achievement Record
CategoryIndex(Calculation Formula)

Benchmark
2019

Actual Status
2023

S

Number of work-related accidents
requiring days off work

Cases/ year

10S

Number of work-related accidents
not requiring days off work

Cases/ year

10P

Productivity for main products

KSM/Operatorhours

0.74

0.88POEE (ex. Weaving)%5277

P

Availability%

7695

P

Performance Rate%

7384

P

Quality Products Rate%

9597

P

Number of breakdowns

Breakdowns/year

23616

6777

PMTBF

Hour

0.37

1.31

PMTTRHour

2.33

0.90

Q

Number of customer complaints

Numbers/year

364

Q

In-line defect rate (scrap)

%

2.89

1.10

Q

In-line defect rate(rework)

%

3.26

1.20

C

Cost index

Cost/KSM inUSD

232

203

D

Production Lead timeDays

1411

D

Delivery performance

%

9599

S

Safety index

Accidents per1,000,000
operator hours

0.240.00

M

Number of Employee Suggestions

Number/year

6589

Unit5. Key to our Manufacturing Excellence
TPM journey has given us an upper edge over competitors with regard to cost, productivityand quality. With proven results in shop floor, the entire team is inspired to take TPM to thenext level. With FI approach, we have been able to reduce product lead time, thus improving
productivity and delivery. Our aim is to set high standards to continue reaping benefits withenlarged capacity through unleashing of creativity and capability of people.
Our future plans for Manufacturing Excellence are:1. Self-driven team across Plant with strong culture of Zero Accidents, Zero Defects andZero Losses. To strengthen width and depth of TPM implementation, ensuring culturalchange across the site and adopting/adapting to TPM way of life. Sustain continuous
skill evaluation and impart trainings to reduce skill related losses.
2. Redefine quality from customers’ point of view (Customer relevant quality standards)
and develop programs for bridging the gaps of delivered quality to key customers.
3. Lead as a benchmark Plant for equipment reliability and maintainability in similarindustries across Globe and also to be preferred Plant for new product trial.
4. Continue to be the leading and the lowest cost Component Manufacturing Plant.
5. Extend TPM outside manufacturing to our key Suppliers with the objective of further
improving services to customers.
6. Partnership with community to contribute to Owens Corning purpose - “Our people andproducts make the world a better place.”