OWENS CORNING - CHARLESTON
2650 FASSITT ROAD, BUILDING 100
NORTH CHARLESTON, SOUTH CAROLINA 29485
843.553.2996-phone
843-553-2099-fax

JIPM – ID 00085 – COMPANY PROFILE and ACHIEVEMENT SHEET
1. Company, Plant / Factory Profile
1.1 Company
The story of Owens Corning began in the 1930s when a failed experiment with glass building blocks produced asurprising result – it revealed a way to make glass fibers in commercial quantities. That discovery launched morethan a new product. It set in motion a remarkable series of events that included the birth of Owens Corning and thespawning of new industries related to the production of fiber glass materials.
Based in Toledo, Ohio, United States of America (USA), Owens Corning (OC) is a global building and industrial
materials leader. The company’s three integrated businesses are dedicated to the manufacture and advancement ofa broad range of insulation, roofing and fiberglass composite materials.
Leveraging the talents of 20,000 employees in 33 countries, OC provides innovative products and sustainable
solutions that address energy efficiency, product safety, renewable energy, durable infrastructure, and laborproductivity. These solutions provide customers a material difference and make the world a better place.
1.2 Plant
The Charleston (CHS), South Carolina (SC), plant had a unique path to joining OC’s Team. In 2005, a CHS-crewof eight began operations as the only USA distribution center for Canadian-owned Interwrap (IW). By 2011, we’dexpanded to include production capabilities. In 2016, OC acquired IW, with CHS joining the roofing and asphalt
components division; relocation to the current facility occurred shortly thereafter.
Our facility-focus is: Operational functionality is primarily printing and rewinding (customizing) of synthetic industrial fabrics
for multiple uses, as well as warehousing and distribution of same.
 Products include roofing underlayment and protective packaging for wood and metals materials.
 Facility size is 156,000 square feet; assets include two printers, three rewinders, warehousing / distribution
equipment.
 Plant population = 32 employees, one shift.
 Onsite Leaders = 9; Production = 10; Warehouse / Distribution = 9; Maintenance = 2; Utility =1;
Purchasing =1
A visual overview of our order flow, production process and product / customer breakdown are shown below.

Page 1 of 9
JIPM – ID 00085
Owens Corning-Charleston
Company Profile & Achievement SheetOWENS CORNING - CHARLESTON
2650 FASSITT ROAD, BUILDING 100
NORTH CHARLESTON, SOUTH CAROLINA 29485
843.553.2996-phone
843-553-2099-fax

ORDER FLOWPRODUCTION PROCESS

Page 2 of 9
JIPM – ID 00085
Owens Corning-Charleston
Company Profile & Achievement SheetOWENS CORNING - CHARLESTON
2650 FASSITT ROAD, BUILDING 100
NORTH CHARLESTON, SOUTH CAROLINA 29485
843.553.2996-phone
843-553-2099-fax

PRODUCT / CUSTOMER BREAKDOWN

Page 3 of 9
JIPM – ID 00085
Owens Corning-Charleston
Company Profile & Achievement SheetOWENS CORNING - CHARLESTON
2650 FASSITT ROAD, BUILDING 100
NORTH CHARLESTON, SOUTH CAROLINA 29485
843.553.2996-phone
843-553-2099-fax

OC-CHS’s philosophy is captured by our Vision and Mission Statements:
VISION: One Facility – One Team – One Commitment
Coming together, striving for better, delivering excellence … this is the Charleston Team.
Always making tomorrow more productive than today … 100% accountable … 0% excuses.
MISSION STATEMENT … The means by which we will support and achieve our Vision Statement
include the following key focus areas:
SAFETY Advance a Zero-Injury Philosophy through Team Participation and Shared Knowledge
 Continued Cultivation of Plant and Personal Safety AwarenessQUALITY Identify and Continuously Strive to Exceed Customer Expectations
 Continued Enhancement of Quality Management System (QMS), Processes and Protocol
OPERATIONS Enhance Continuous Improvement to Facilitate Zero Downtime
 Foster Team Input, Creative Contribution and Open Communication
PEOPLE Optimize Human Potential, Maximize Engagement of People by Providing Training and RetainingTalent Encourage, Empower and Embrace Team Member Strengths and Continued GrowthPage 4 of 9
JIPM – ID 00085
Owens Corning-Charleston
Company Profile & Achievement SheetOWENS CORNING - CHARLESTON
2650 FASSITT ROAD, BUILDING 100
NORTH CHARLESTON, SOUTH CAROLINA 29485
843.553.2996-phone
843-553-2099-fax

2. Milestone on the Journey of Manufacturing Excellence
2.1 Reasons for Adopting TPM
In order to meet Owens Corning’s goal of the journey to zero (0 accidents, 0 defects, 0 losses), their plants adopted
the systematic management approach of Total Productive Maintenance (TPM).
Total Productive Maintenance (TPM) strengthens Charleston’s philosophy and practice of maximizing
efficiencies. While our formal TPM journey began November of 2019 - in reflection, we started on this path during
a facility relocation in 2016.
 Relocation issues faced included: Limited space (utilization), legacy equipment considerations, leanworkforce.
 Solutions utilized included: Systematic / orderly process, organized and fluid flow, repeatable standardsdelivering positive outcomes.
We may not have called it 5S or linked it to TPM – but – today, we recognize that was the approach taken.
In late 2019 (November), we began our TPM journey, with official launch in January 2020. It’s been a powerfulprocess, introducing us to new ways to: Empower employees, enhance safety, streamline efforts, reduce unplanned maintenance, and increase
quality production.
TPM fosters and focuses a combined and strategic approach to zero - zero accidents, zero defects and zero losses.
Leaning-in with this methodology allows Owens Corning-Charleston to utilize its most valued assets – people andequipment – wisely.
The TPM journey has introduced a multitude of new tools, means and methods. A brief list of direct-benefits
include: enhanced safety, employee empowerment, streamlined efforts, reduced unplanned maintenance, increased
quality production, improved operator ownership. Charleston’s leadership team is able to navigate commonwaters, through use of team-tools such as policy deployment (tracking key metrics – KMI, KPI, KAIs), costdeployment, bit matrix, masterplan, problem-solving tools (such as one-point-lessons, red/blue tags, case-studies,fishbone, 5W/2H), training focus (skills matrices, training needs analysis). The list goes on and on – and is
captured more appropriately in the Charleston JIPM chapters.

Page 5 of 9
JIPM – ID 00085
Owens Corning-Charleston
Company Profile & Achievement SheetOWENS CORNING - CHARLESTON
2650 FASSITT ROAD, BUILDING 100
NORTH CHARLESTON, SOUTH CAROLINA 29485
843.553.2996-phone
843-553-2099-fax

3. Benefits Achieved
Proper directional trending of metrics is a key indicator by which we can see both tangible and intangible businessresults attained via TPM.
3.1 Tangible Business Results
Tangible results are monitored daily (via daily management meetings/systems), monthly (via policy deploymentreview) both as a leadership team and individually in various one-on-one sessions with Plant Leader. Variables
Charleston has in scope include: Recordable Injury Rate, Near Miss / First Aide Injuries, Cost of Non-Quality,Claims, Credits, Scrap, Plant OEE, Press OEE, Rewind OEE, On Time Delivery (OTD), Press and Rewind MeanTime to Repair (MTTR) and Mean Time Between Failure (MTBF), Press and Rewinder Breakdowns, Period andProductivity Cost Savings.
3.2 Employee Involvement, Motivation and Other Intangible Improvements
Intangible, yet vitally important, benefits include Morale (as seen in tenure / retention), Unplanned Absenteeism,and Turnover. Other benefits can be felt with the sense of empowerment employees feel, increased engagement
and collaboration, greater understanding of the machine function and structure, sense of ownership to the process,increased problem-solving skills – and the camaraderie shared by all team members as we strive to achieve TPM
goals, together.

4. Key of our Manufacturing Excellence
4.1 Key Items
To build upon the lessons we’ve learned and growth we have attained through Total Productive Management,
Charleston plans include: Continue to support AM with evolution and growth of all Pillar teams and all individual employees.
 Maintain our detailed masterplan and follow it strictly.
 Ensure total employee engagement from day-one.
 Collaborate with sister-plants to ensure best practice.
 Solidify support systems for process and document development.
We will utilize all TPM tools to remain focused on our strategic approach to zero - zero accidents, zero defects
and zero losses. The TPM methodology ensures Owens Corning-Charleston is able to expand our skills, increase
our knowledge-base through training, empower our people, enhance efficiencies, maximize opportunities, andovercome challenges through problem-solving methods.... all of which ensures we are able to achieve and maintainworld-class-status as a production and distribution team.
Page 6 of 9
JIPM – ID 00085
Owens Corning-Charleston
Company Profile & Achievement SheetOWENS CORNING - CHARLESTON
2650 FASSITT ROAD, BUILDING 100
NORTH CHARLESTON, SOUTH CAROLINA 29485
843.553.2996-phone
843-553-2099-fax

5. Achievement Record
5.1 Objective Measures
Productivity (P)Quality (Q)CategoryS
SPPPPPQ
Q

Cost (C)
Delivery (D)Index(Calculation
Formula)Number of work-related accidents
requiring days off work
Cases/ year
Number of work-related accidents
not requiring days off work
Cases/ yearProductivity for main products
Parts /Operatorhours
OEE%(or Overall Plant Efficiency)
Availability
Performance Rate
Quality Products Rate
Number of breakdowns
MTBFMTTR
Number of customer complaints
In-line defectrate

Scrap
Scrap andrework

C

Cost index

DD

Production Lead time
Delivery performance
Safety index(ex Lost Time Incident Rate)S

Unit%%%Breakdowns/year
Hour
Hour
Number/year%%
Cost/ Unit
Cost/
Kilogram
Days%(Accidents
per1,000,000
operator hours)

Number of Employee Suggestions
M

Safety (S)Moral (M)Kick off/ TPM
Started (or lasttimeawarded)
0ActualStatus2022

Target 2023

00200

N/A

N/A

N/A

40.84

49.12

50

63.27
68.18
94.680
N/A

70.54
71.89
96.863
81

71.12
72.48
97.00076

N/A
N/A
0260.91.40
1202.0
1.27
0

5.320

3.137

3.000

140.09266.50457.10101.3
03Increase Due to Inflation andVolume Reduction
Corporate Owned
100.6
100.5
0015

24

Number/year
Page 7 of 9
JIPM – ID 00085
Owens Corning-Charleston
Company Profile & Achievement SheetOWENS CORNING - CHARLESTON
2650 FASSITT ROAD, BUILDING 100
NORTH CHARLESTON, SOUTH CAROLINA 29485
843.553.2996-phone
843-553-2099-fax<Specify achievements not expressible in numerical terms>
Do you have a program where all employees can participate in TPM?
YESCharleston’s TPM journey began by introduction and education of the entire plant. It was as if wewere teaching our team to speak a new language – we felt it best to start young – begin at thebeginning, with all employees. We used fun games, newsletters, promotional items, and contests toengage and involve all teammates. We incorporated TPM with new hire orientation / onboarding –and continue the OC-CHS evolution through participation and progression.
1.

Other

Do you have a program allowing employees to be recognized their achievements?
YES
Various means / methods are utilized to spotlight employee and team achievements. Some include:site newsletter, pride wall, corporate website communications, customized swag / promotional items,events / outings. Additionally, monetary recognition is available through attainment of TPM key
metrics by virtue of our quarterly bonus program.
2.

3. Are top management involved in the audit/verification of completion of TPM pillar steps?
YES
Charleston leadership (both individually and as a collective group) are participatory in TPM audit /verification of pillar steps. In addition, our shared site masterplan facilitates collaborative efforts andaccountability.

Are all pillar activity boards displayed and reviewed by top management?
YES
Pillar activity board review is part of the Daily Management System utilized in Charleston. Generalreview is conducted daily, with in-depth and one-on-one reviews on an established cadence based
upon need / activity / status.
4.

Page 8 of 9JIPM – ID 00085
Owens Corning-Charleston
Company Profile & Achievement SheetOWENS CORNING - CHARLESTON
2650 FASSITT ROAD, BUILDING 100
NORTH CHARLESTON, SOUTH CAROLINA 29485
843.553.2996-phone
843-553-2099-fax

5.2 Serious Accident Index
The chart below illustrates Charleston’s Recordable Injury Rate since 2019. As you can see – we have maintained
zero accidents for several years. TPM efforts greatly assist in ensuring we continue on our intended path.

Page 9 of 9
JIPM – ID 00085
Owens Corning-Charleston
Company Profile & Achievement Sheet2023 TPM Award - Achievement Sheet
CompanyOwens Corning

Plant nameCharleston Roofing (Components)
TPM SLOGAN: CHS Connecting Through TPM

TPM Slogan/Objectives

SITE VISION STATEMENT: One Facility - One Team - One Commitment …100% Accountable - 0% ExcusesYear when TPM activity

2019

startedYear of benchmarking

Category

2023

Index(Calculation Formula)

Kick off/TPM
Unit

Actual Status

Started (or last2022

time awarded)

TARGET 2023

ACTUAL 2023

Number of work-relatedSaccidents requiring days off

Cases/ year0000accidents not requiring days off Cases/ year

2000Parts/Operator hours

N/A

N/A

N/A

N/A%

40.84

49.12

50

54.81

work
Number of work-related
SworkPP

Productivity for main products
OEE(or Overall Plant Efficiency)

P

Availability%

63.27

70.54

71.12

72.12

P

Performance Rate%

68.18

71.89

72.48

77.45

P

Quality Products Rate%

94.68

96.863

9798.13P

Number of breakdowns

Breakdowns/ year

N/A

8176

48

P

MTBF Press

Hour

N/A

78

68160

P

MTBF Rewind

Hour

N/A186.6134283.6

P

MTTR Press

Minutes

N/A36.7

4021.2

P

MTTR RewindMinutes

N/A40.73634.8Q

Number of customer complaints Number/year

0100

Q

In-line defect rate, scrap

5.32

3.137

31.87

140.09

266.5

457.1

165.5

QC

In-line defect rate, scrap andrework
Cost index%%
Cost/Unit
Cost/Kilogram

Increase Due toInflation andD

Production Lead time

Days

Corporate Owned

DDelivery performance

%

101.3

100.6

100.5

100.3

00003

152487

Accidents perS

Safety index

1,000,000 operator
hours

M

Number of Employee
Suggestions

Number/year