Award For Special Award TPM Commitment

ChinaOwens Corning Composites (China) Co., Ltd

1. Company, Plant/Factory Profile
1.1 About Owens Corning
Owens 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 Corningprovides 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 Yuhang Plant
Owens Corning Yuhang Plant started
production in December 2010 withprimary focus on fiber glass related
products manufacturing. Our products
have been exported to countries allover the world. The products aremainly applied in the markets of windenergy, pipes and tanks, automotive,boat, electric equipment, etc. The
plant is designed featuring the highperformance organization philosophy,
effective energy utilization and environmental friendly manufacturing formula. The key
achievements and recognitions 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, zerodefects, 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 aims to reach TPM excellence level in all Asian 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. Yuhang plant started TPM activity in 2012.In the last
12-year running, TPM become the way we operation, we manage and we develop.
Especially when industry is down, cost down and profit increase activity become more andmore critical and important, innovative and creative products are the key to success.
2.2 Plant TPM Journey
Yuhang Plant is one of the model plants within OC operation network. 2 years after theplant establishment, we realized that some equipment were seriously corroded by thechemical and bad conditions. We started TPM in 2012 to avoid potential deterioration
down the path. The main goal for Yuhang Plant was to restore the initial condition ofequipment. We utilized JIPM approach by steps in deploying TPM within the plant startingfrom pilot area - Batch house. After the pilot area, we expanded our efforts to the wholeplant with the execution of 5 main pillars - SHE, AM, PM, FI and T&D. We initiated
QM/OA/EM pillars in July 2016. We used TPM methodology to manage the plant withgreat progress, the same year we won the TPM Excellence Award of JIPM. And we won
TPM consistency Award of JIPM in 2019. In 2020-2022, we fully drove 8 pillars with all
employees deeply involved in TPM activities. We use PFD to manage our DMS and PMS
system along with JIPM follow up coaching. Some innovative improvements were also
driven in our plant. A lot of best practices emerged in TPM implementation journey, newdownstream products developed with successful EM project, intelligent and digitalengineer designed useful Apps, frontline employees developed a lot of low code apps, 131
process optimized, etc.

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. From2012 to 2023 current the breakdown was reduced by 82%, the bottleneck equipment(Winder) breakdown decreased from 1.6 min/winder/day to 0.50 min/winder/day (bestrecord in OC operation network). The NE (overall plant net efficiency) consistently ranked
the first in the industry. Energy intensity achieved and maintained the first place in industry
through FI project implementation.

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 intelligent and digital engineer are trained and can develop program by themselves,
The working environment is more comfortable.

4. TPM Award Assessment Achievement Record
Y2019

ActualStatus2022

Cases/ year

01

Number of work-related accidents
not requiring days off work

Cases/ year

42

Productivity for main products

Kg/Operatorhours129161%

95.0

94.4

98.1
98.3
98.5

98.4
98.3
97.6

480

192

8.3
10.6
7
0.24

6.9
9.4
4
0.3

0.21

0.29

3.89

4.03

43.8
96.7

33.8
97.4

5.17

3.60

361

403

Category

Index (Calculation Formula)

Unit

S

Number of work-related accidents
requiring days off workSPPPPOEE(or Overall Plant Efficiency)
Availability
Performance Rate
Quality Products RateP

Number of breakdowns

PP
Q
Q

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

C

Cost index

DD

Production Lead time
Delivery performanceS

Safety index

M

Number of Employee Suggestions

P

Cost/Unit
Cost/Kilogram
Days%
Accidents per
1,000,000
operator hours
Number/year

5. Key to Manufacturing Excellence
5.1 Policy Deployment and Vision Mission Objectives
After won the TPM consistency award in 2019, Through policy deployment we integrated
the vision mission and daily management and systematically sorted out the relationshipbetween KPI/KAI of each pillar and KMI of the plant, defined the main activities andindicators 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 the pillars, 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. We use cost deployment,
OEE analysis, loss tree establishment, training and sharing to deploy the plant projects toimprove. Monthly KAIZEN comparison helps to encourage the staff to participate in theactivities of improvements to achieve cost savings. By optimizing the table of error records,
using EWO (Emergency work order) and root cause analysis, we constantly establish andrevise the PM standards, replenish equipment FMECA and improve equipment reliability.
The other pillars also made significant progress through the methodology of TPM systemand the phased implementation steps. The reliability of equipment has been gradually
improved and the skills of employees have been continuously strengthened.
Advanced TPM methodology is also trained by JIPM and implemented in our plant. PFD
is well driven to manage our daily activities. Through DMS management, we pursue andstrive for Zero. We optimized identified and eliminated a lot of non-routing and highloading tasks with WTC, spaghetti chart by video shooting analysis in 2022 with PMSmanagement. More and more Paper free, automation and digitalization improvements aredeveloped.
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 in that work towards this will makeYuhang plant a world-class manufacturing factory.