Owens Corning Building Materials Company Limited.
Award for TPM Excellence, Category B
1. Company and Plant Profile
1.1 About Owens CorningOwens 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 material science,manufacturing, and market knowledge to help ourcustomers win and grow. We are global in scope, humanin scale with approximately 19,000 employees in 31
countries dedicated to generating value for ourcustomers and shareholders and making a difference in the communities where we work andlive. Founded in 1938 and based in Toledo, Ohio, USA, Owens Corning posted 2021 sales of $8.5
billion. Now, OC has become a Broad-Based Company Recognition, we aspire to build marketleading businesses; global in scope - human in scale.
Headquarters in Toledo, Ohio, USA

1.2 Sustainability in OC-TPM
In Owens Corning, TPM is the way we drive our operation to ‘Zero’ – zero accidents, zero defects,zero losses. This is what we call operation excellence. We introduce TPM since Y2012 in Asian
Pacific & Europe, and in Y2017, made huge strides in launching and implementing TPM
throughout 3 business. We aim to reach TPM excellence level for all plant in Y2022.

Owens Corning Building Materials Company Limited.
1.3 About Asan Plant
Owens Corning Asan plant located in Asan-si,Chungcheongnam-do, South Korea. Asan Plant is OC’ssole roofing plant in the world other than US 14 roofing
plants. It was established Jan. 2005 and groundbreaking
on Apr.2005. It delivers products to Korea, Japan, China
and South East Asia.
The plant main information listed in below sheet.

Main information

Asan Plant(Owens Corning BM Korea, Ltd.,)
Shingle production line
Underlayment productionline

Occupied area

35,100 m2

Initial plant investment$ 6.5 million

Startup time

Production Stated in Mar. 2006

Total headcount

Production Started in Apr. 2011

43 (13 salary, 30 hourly)

Annual output
Capacity
Market distribution

650,000 SQ/Year
Korea (Domain), Japan, China
and South East Asia

Product application

Building Material (Roofing)

500,000 Roll/Year(1Roll = 10m2)
Korea (Domain)Building Material(Waterproof for Roofing, wall & Floor)

Range of Product

Major equipment

Glass Mat unwinder, Slate, Coater, Cooling,
PET Mat unwinder, Coater, Cooling,
Shinlge Machine, Wrapping & Palletizing andCutting & Rewinder, Wrapping &etc.
Palletizing and etc.
ISO 9001/14001 certification, OHSAS 18001 certification,
KS 4917 certification for underlayment (2020)$10million export prize (2012)

Major achievements
and recognitions

Classic (3-tab Shingle)
Amortab (5-tab Shingle)
Oak Euro W/Plus (6-side Shingle)
Oakridge Super (Laminated Shingle)
Classic AR & Oakridge AR(Algae Resistance) Hip & Ridge Shingle

 Under Guard for Roofing (3type) Weather Guard for Wall & Floor(5type)Owens Corning Building Materials Company Limited.
2. Milestone on the Journey of Manufacturing Excellence
2.1 Why We Do TPM
Owens Corning has been working with different continuous improvement methodologies whichhave been inconsistently used within all its manufacturing centers. This led to weak
manufacturing standards which started to cause forced deterioration at early stages of theequipment’s’ lifetime. Forced deterioration started to get visible to the business whenescalations started to happen at all Owens Corning facilities.
At this stage, 70% of escalations happening at Owens Corning were related to equipment
breakdowns. Uncertainty of when an escalation may occur and its subsequent effect in Safety
and Quality conditions, led OC to choose TPM as the way in which Owens Corning will work toeliminate forced deterioration and search for the Manufacturing Excellence. Based on these,
Asan plant aligned to move forward with TPM methodology as plant operation management tool.

2.2 Asan Plant TPM JourneyOwens Corning BM Korea have made business agreement with Korean Standards Association(KSA) to get support by consultant to assist with the understanding of TPM and to coach theplant in the progression of the Pillar steps to start the journey with coaching, a Master Plan wasdeveloped to guide us through the TPM implementation. And Owens Corning BM Korea hasorganized 3 small group on the shop floor and leadership team for TPM deployment that
introduced to firstly 5S activity implementing in 2017. Owens Corning BM Korea began
implementing TPM focused on 5 core pillars to drive stability in our manufacturing processes
since 2018
In December 2022, OC Global TPM directors assessed our TPM progress, they approved us toapply JIPM assessment in Y2023. Asan plant want to be the 1st plant to win JIPM level 1 awardin Roofing business. From Top leader to shop-floor employees, we are all do our best to get thischallenge. Here is the plant TPM master plan since 2017

Owens Corning Building Materials Company Limited.
3. Benefits Achieved
3.1 Tangible Results
As to workplace, through the deployment of AM step 0 to step 4 activities, the work environment
from pilot area to whole plant are all changed, the leaks are eliminated, easier for cleaninginspection and lubrication, Preventive maintenance system works effectively, tagging and detagging activities are becoming a daily common process on shop floor, the equipment operates
more stably. With the loss tree analysis and the application of structured FI problem solving
approach, we achieved zero breakdown case in shingle production area supported by PM.
OEE(%) has steadily improved in both of production line.
In case of shingle line, we achieve more than 10% the OEE improvement 87,7%(YTD) in 2020
compared to OEE 77.5%(YTD) in 2017.
Last 2 years, we had to develop 2nd source of supplier for glass mat which is one of major raw
materials, because we have been notified of the discontinuation of supply from 100% mat
supplier in US. For the unstable quality issues of China mat, we had a hard time and recession inOEE(%). The quality problem of mat in China is currently stabilizing thank to the effort each other,so we expect the situation to improve from next year.

3.2 Intangible Results
Employee ownership and engagement were turned around. The operators experienced a total
mindset change. Now they truly own their machines; not only operate them. People are eager toknow the equipment function and raise ideas to improve processes and equipment. A win-win
situation was achievement as a result where employees enhanced their skills with better work
results and the plant also benefited from people growth.

4. Key of our Manufacturing Excellence
4.1 TPM Integration into Daily Management
TPM is our way to manage operations to achieve ‘zero accidents, zero breakdowns and zerolosses’. Our commitment and engagement to practice TPM for achieving Operational Excellence
is unwavering. We firmly believe that the adoption of TPM methodology and tools will enable us
to become a world-class manufacturing facility eventually.
Since the introduction of TPM to the plant in 2017, we accomplished our vision, mission andobject according to OC global strategy, defined KPI/KAI and masterplan of 5 pillars. Throughtotal participation, governance meeting and management activities achieved the mindset change
and strong engagement of our people. Most importantly, as the deployment of these pillars
across the plant, enhanced ownership and engagement were achieved.

Owens Corning Building Materials Company Limited.
OC visionand mission

We aspire to build market leading businesses; global in scope – human in scale
1.
2.
3.
4.
5.

Asan plantvision andmission

To build a leading company that secures the highest productivity and quality priority,and takes pride as a member of the organization, and continues to grow together withcustomers
1.
2.
3.
4.

Plantobjectives

KPI/KAI

Pillarapproach
and activities

Winning in Safety,
Winning with our Customers,
To expand our impact through sustainability,
To transform knowledge into value,
To fight to be the best- every day

Strong commitment and engagement of all employees on shop floor.
Systematic training & development program to elevate the TPM skills.
Effective execution for TPM methodology and result driven management.
Achieve LRP(Long Range Plan) target of company

Create a safety
environment

Deliver high-quality
products

Enhance
operational
performance

Reduce production
cost

Zero accident

Zero defectZero breakdown

Zero losses

Recordable
First aid
Near-missHazard

 Customer
Complaint Customer
SatisfactionRate DPMO CONQ OEE(%)
 Down Time(hr) MTBF MTTR Unit cost
 ProductivitySaving
 Kaizen Scrap

AM Pillar

PM pillar

Deep cleaning
SOC & HAA
CILTTagging/de-tagging
AM Skill-up

QM Pillar/

Zero breakdown
TBM/CBM
Reliability
Spare partFI pillar

T&D Pillar

Loss tree
Cost deployment
Analysis tool
FI project (Cases)

Skill matrix
OPL
Talent deployment
Training Center

EM Pillar

OA PillarEHS Pillar
Zero accident
Fist AidNear-miss report
OPL for safety
DSR
MOCLPA//Owens Corning Building Materials Company Limited.
Participation

Steering Committee(NLT & Pillar Leaders)

Executive committee(Engineers/shift leaders)

3 activity groups(All operators)

Governance

TPM Steering Committee
Gemba walk weekly

Pillar weekly meeting
Daily huddle meetingGroup bi-weekly meeting

Management

Standardization, Visualization, 5S, SQDCPM, leadership and membership morale
activity

4.2 Reflection on TPM excellence
Clear vision and objectives of pillars and small groups are essential to achieve a good result. Tagand De-tag activity are very useful tools for us, we set up a systematic activity flow to achieve
daily change. Leadership and ownership are the most critical factor.
In Asan Plant, all employees are actively engaging in TPM activities. We use cost deployment,
OEE analysis, loss tree establishment, training and sharing to deploy the plant projects toimprove. The other pillars also made significant progress through the methodology of TPMsystem
We have been proactively and deeply analyzing the root causes of all losses on safety, quality
and striving for continuous improvement on processes and equipment. We have also been
spending great efforts on engaging our people and elevating their skill sets. We firmly believethat we will achieve Zero breakdown, Zero accident and Zero defect across whole organization
and reach operational excellence.

5. Achievement Record
Company & plant nameOwens Corning BM Korea, Ltd., & Asan Roofing Plant

TPM Slogan/Objectives

We are the One in TPM

CategorySSPIndex
Number of work-related
accidents requiring days offwork
Number of work-related
accidents not requiring days offwork
Productivity for main products(Based on shingle Square/hour)

TPM
Started2017

Actual Status
2023(YTD)

Target2023

Cases/ year000

Cases/ year500

SQ/hour

129.4

130.0

137.2

Unit

Owens Corning Building Materials Company Limited.
POEE(or Overall Plant Efficiency)

%

78.1

84.9

87.7

P

Availability (Mat JE)

%

97.2

99.1

97.7

P

Performance Rate (OE)

%

84.0

91.5

98.5

P

Quality Products Rate%

97.2

99.1

97.7

P

Number of breakdowns(only for equipment)

Breakdowns/year

1496749PMTBF

Hour

30.9

60.6

80.8

PMTTR

Hour

1.3

1.71.0Q

Number of customer complaints Number/year

1916

Q

In-line defect rate (scrap/basedon Shingle)

%

1.17

1.00.84

Q

In-line defect rate (rework)

%

N/A

N/A

N/A

C

Cost index(Based on Shingle cost/square)

Cost/Unit(Cost/SQ)$36.43$44.0$43.42D

Production Lead time
(Based on MTO)

Days (max.)

20

2020

D

Delivery performance

%

>95

>95

>95

S

Frequency rate

Number ofoccupational
accidents withleave for 1 000000 workedhours

000M

Number of EmployeeSuggestions(Kaizen + Safety + Hazard id.)

Number/year302

758700Owens Corning Building Materials Company Limited.
<Specify achievements not expressible in numerical terms>
1. Do you have a program where all employees can participate in TPM?
Yes. All employees participate daily in the TPM program, such as: Daily AM activities (Cleaning, creating OPL, tagging, de-tagging) Eliminating Losses by participating in Kaizen activities
 Training & sharing with others on shop floor by OPL
 Daily huddle meeting in each group
 NLT Gemba walk with operators (2times/week)2.

Do you have a program allowing employees to be recognized their achievements?
 We have a recognize bonuses for all employees for their OPL, Kaizen, sketch
 Also, we have a recognize monthly TPM champion employee.

Other

3.

Are top management involved in the audit/verification of completion of TPM pillar steps?
Yes, OC have an audit system and assessment standards
 OC internal TPM assessment team audit plant TPM progress once a year with OC TPM
assessment standard.
 Pillar step audit by TPM steering committee and OC consultant once a month.
 Pillars self-assessment once a month and reported OC with monthly report4.

Are all pillar activity boards displayed and reviewed by top management?
Yes, Asan plant activity boards are displayed on shop floor, reviewed by NLT and pillar members
during Gemba walk.