Award For Excellence Award TPM Commitment

ChinaOwens Corning (Hangzhou) Fiberglass Co., Ltd

1. Company, Plant/Factory Profile
1.1 About Owens CorningOwens Corning is a global leader in insulation,roofing, and fiberglass composite materials. Itsinsulation products conserve energy andimprove acoustics, fire resistance, and air
quality in the spaces where people live, work,and play. Its roofing products and systems
enhance curb appeal and protect homes andcommercial buildings alike. Its fiberglass
composites make thousands of products lighter,stronger, and more durable. Owens Corning
provides innovative products and solutions that deliver a material difference to its
customers and, ultimately, make the world a better place. The business is global in scope,with operations in 33 countries. It is also human in scale, with approximately 19,000
employees cultivating local and longstanding relationships with customers. Based inToledo, Ohio, USA, the company posted 2022 sales of $9.8 billion. Founded in 1938, it has
been a Fortune 500® company for 68 consecutive years.

1.2 About Hangzhou Plant
Owens Corning Hangzhou plant was set upin 2020. In the early stage of project
construction, intelligent technology wasadded to improve automation level. As a new
production line, from raw materialdistribution, to process control and postprocessing, automatic Production can be seen
everywhereThe key achievements andrecognitions of the plant include Award for
TPM Consistency, ISO 9001/14001
certification.

1.3 Sustainability in OC-TPM
In Owens Corning, TPM is the way to drive operation to ‘Zero’ – zero accidents, zero
defects, zero losses. It is introduced TPM since Y2012 in composites business, and inY2017, made huge strides in launching and implementing throughout 3 business. Owens
Corning aim to reach TPM excellence level in all Asia plants in Y2025.

Below is JIPM assessment status of AP plants, target to have all plants achieve JIPM
awards in 2025. Nanjing plant’s assessment delay is due to business adjustment.

2. Milestone on the Journey of Manufacturing Excellence
2.1 Why We Do TPM
TPM is the way to run our business. Hangzhou plant initiated TPM activities since project
start. Based on Yuhang plant TPM management system, EM pillar kicked off EEM processwith its Project timeline. As with the same management team from Yuhang plant, we allknow the benifit from TPM implementation.
2.2 Plant TPM Journey
Hangzhou Plant started with new equipments and new employees. Especially the new
winding machine which was first use in China. Due to Covid-19 supplier engineer can not
be on site, our employees learn the function map and instruction map on their own tocomplete the installation and commissioning.
In the early stage, due to employees’ skill gap, we always had minor stop and breakdown inoperation. Through two years TPM journey, forced deterioration has been virtuallyeliminated, and equipment stability and reliability improved. Furthermore, we are keeping
focused on zero breakdown, zero defect and zero injury.
We used TPM methodology to manage the plant with great progress, In 2020-2022, we
fully drove 8 pillars with all employees deeply involved in TPM activities.

3.Benefits Achieved
3.1 Tangible Results
Safety as top priority in OC-wide, the engagement through hazards notification
significantly improved in the tagging and de-tagging program under TPM structure. From2020 to 2023 current the breakdown was reduced by 95%. Labor productivity improved
from 69 to 99 kg/hour.
3.2 Intangible Results
Machine and workshop are cleaner and safer, equipment is more reliable,
Employees have morale and motivation to work better,
Employees have more confidence in company,
Employees have better skills to operate and improve,
New Digital engineer trained and can develop Apps by themselves,
The working environment is more comfortable.

4.TPM Award Assessment Achievement Record
CategoryIndex(Calculation Formula)

Unit

2020

Actual Status2022S

Number of work-related accidents
requiring days off work

Cases/ year

10S

Number of work-related accidents
not requiring days off work

Cases/ year

12P

Productivity for main products

6899

POEE
(or Overall Plant Efficiency)

Kg/Operator
hours%

82.4

93.44

PP
P
P

Availability
Performance Rate
Quality Products Rate
Number of breakdowns

85.8
97.3
98.7
184

95.8
98.3
99.2
20

P
P
Q
Q
Q

MTBF
MTTR
Number of customer complaints
In-line defect rate, scrap
In-line defect rate, scrap andrework%%%
Breakdowns/year
Hour
Hour
Number/year%%

41.06
21.38
1.3

43
1.100.85
0.7

C

Cost index

Cost/Unit
Cost/Kilogram

1.03

1.11

DDS

Production Lead time
Delivery performance
Safety index

Days%
Accidents per1,000,000
operator hours

13.44
99.95
24.0

8.76
99.96
11.6

M

Number of Employee Suggestions

Number/year

85238

5.Key to Manufacturing Excellence
5.1 Policy Deployment and Vision Mission Objectives
We follow seven steps to work out plant TPM policy including plant Strategy, pillar
development , key projects , masterplan, governance and the methods of effectivecommunication. Through policy deployment we integrated the vision mission and daily
management and systematically sorted out the relationship between KPI/KAI of each pillar
and KMI of the plant, defined the main activities and indicators of each pillar, optimized
the TPM organizational structure, changed the small group structure to matrix groupstructure which included all pillars. the GIVE & GET matrix was established across thepillars, formed the push into autonomous groups. Pillar Give & Gets apps was also
developed by our employees.
5.2 TPM Advanced Methodology and Tools
In AM activities, we optimized the tagging and de-tagging process, organized NLT,
supervisors, engineers and other employees to participate tagging activities and displayed
the problems on the shop floor. AM pillar weekly meeting, group activities, OPL andequipment steps review help us to maintain the best condition. All people leaders areengaged in shopfloor and have daily Gemba walk to help our shopfloor employee to solve
problems. We use cost deployment, OEE analysis, loss tree establishment, training andsharing to deploy the plant projects for improvement. Monthly KAIZEN comparison helps
to encourage the staff to participate in the activities of improvements to achieve costsavings. By optimizing the table of error records, using EWO (Emergency work order) androot cause analysis, we constantly establish and revise the PM standards, replenish
equipment FMECA and improve equipment reliability. The other pillars also madesignificant progress through the methodology of TPM system and the phased
implementation steps. The reliability of equipment has been gradually improved and theskills of employees have been continuously strengthened.
5.3 Employees Has Root Analysis and Problems Solving Skills
To achieve the Zero goal is what we're challenging. The study and application of Why-Why
analysis and PM analysis will help to improve the management. The ‘Zero Case’ study willteach us how to achieve the goal. We firmly believe that working towards this will makeHangzhou plant a world-class manufacturing factory.