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UPDATE Leadership Update Issue 24 - October 2016 The Saint-Gobain Gypsum Activity WCM Newsletter This Leadership edition follows our WCM forums motto: Towards Operational Excellence! Operational Excellence is an element of organisational leadership that stresses the application of a variety of cultural principles, systems, and tools toward the sustainable improvement of key performance. We have now been in the WCM Program for 15 years. In the context of today’s Saint Gobain key challenges and targets we need to develop high performance teams who are effectively networking, not working in silos. This high performance team culture needs to be developed, and is the key challenge for us in order to achieve and sustain our targets. Therefore we need transformational leadership. Leaders who: Develop a clear vision Define and communicate the future state and future roles Have an action oriented culture Align resources and plans Link the knowledge and resources by networking React quickly to new opportunities Link their actions to value adding targets and KPIs Put improvement as well as sustain teams in place The pace and number of projects, product and process developments increases. But to accelerate our continuous improved progress in this environment, we need the USE culture (using the skills and the systems we have). If we analyse the development of our manufacturing performance, we see that we regularly face drawbacks that impact our plant performance and hinder the continuous improvement process; mostly resulting from: lack of sustainment efforts, not well implemented basic(s) systems, not well established change management and lack of management focus. Transformational leaders need to break the old habits and facilitate necessary changes into a clearly defined and well communicate future. They challenge and get results through the integration of their strategy, culture and systems into their Business Systems: Have we integrated the WCM methodologies into all process steps? How are we using them? Are our mines and quarries as well as our customer service departments on board? Are we using best practice knowledge to improve our processes? And most importantly: Is the required training provided to the teams? We did see, that our Safety and Operational performance KPI’s are plateauing, therefore there is a need to change and/or refine our approach. The SIP in Safety reporting tool, the Year of mixing and forming as well as the WCM academy are such initiatives. The articles in this newsletter illustrate some examples of how this is deployed in our business. Given a good alignment of central teams: GPI, WCM, GMT, Streamline & HR providing a strong network connected with the regional teams we are able to optimise and improve operational performance deploying WCM methodologies. http://portal.saint-gobain.com/web/gypsum/wcm By Thomas Beitzke Director of WCM & Benchmarking Gypsum Activity Our Safety Performance GYPSUM TF PROGRESS In August there were 5 reported TF1 (2 employee and 3 contractor) incidents within the Gypsum Activity. The current recorded TF1 (12 months rolling) is 1.12. In addition there were 7 Medical Treatment cases (5 employee and 2 contractor) recorded for the month. The TF2 for the 12 month period is 2.23, which represents an increase of 6% compared to the TF2 of 2.09 at 2015 Year End. Leadership Journey Beyond 2016

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Page 1: WCM Newsletter

UPDATELeadership Update Issue 24 - October 2016

The Saint-Gobain Gypsum Activity WCM Newsletter

This Leadership edition follows our WCM forums motto: Towards Operational Excellence!

O p e r a t i o n a l Excellence is an

element of organisational leadership that stresses the application of a variety of cultural principles, systems, and tools toward the sustainable improvement of key performance.

We have now been in the WCM Program for 15 years. In the context of today’s Saint Gobain key challenges and targets we need to develop high performance teams who are effectively networking, not working in silos. This high performance team culture needs to be developed, and is the key challenge for us in order to achieve and sustain our targets. Therefore we need transformational leadership. Leaders who:

• Develop a clear vision• Define and communicate the

future state and future roles• Have an action oriented culture• Align resources and plans• Link the knowledge and resources

by networking

• React quickly to new opportunities• Link their actions to value adding

targets and KPIs• Put improvement as well as

sustain teams in place The pace and number of projects, product and process developments increases. But to accelerate our continuous improved progress in this environment, we need the USE culture (using the skills and the systems we have). If we analyse the development of our manufacturing performance, we see that we regularly face drawbacks that impact our plant performance and hinder the continuous improvement process; mostly resulting from: lack of sustainment efforts, not well implemented basic(s)

systems, not well established change management and lack of management focus.

Transformational leaders need to break the old habits and facilitate

necessary changes into a clearly defined and well communicate

future. They challenge and get results through the integration of their strategy, culture and systems into their Business Systems:

Have we integrated the WCM methodologies into all process

steps? How are we using them? Are our mines and quarries as well

as our customer service departments on board? Are we using best practice knowledge to improve our processes? And most importantly: Is the required training provided to the teams?

We did see, that our Safety and Operational performance KPI’s are plateauing, therefore there is a need to change and/or refine our approach. The SIP in Safety reporting tool, the Year of mixing and forming as well as the WCM academy are such initiatives.

The articles in this newsletter illustrate some examples of how this is deployed in our business.

Given a good alignment of central teams: GPI, WCM, GMT, Streamline & HR providing a strong network connected with the regional teams we are able to optimise and improve operational performance deploying WCM methodologies.

h t t p : / / p o r t a l . s a i n t - g o b a i n . c o m / w e b / g y p s u m / w c m

By Thomas BeitzkeDirector of WCM &

Benchmarking Gypsum Activity

Our Safety Performance

GYPSUM TF PROGRESS

In August there were 5 reported TF1 (2 employee and 3 contractor) incidents within the Gypsum Activity.

The current recorded TF1 (12 months rolling) is 1.12. In addition there were 7 Medical Treatment cases (5 employee and 2 contractor) recorded for the month. The TF2 for the 12 month period is 2.23, which represents an increase of 6% compared to the TF2 of 2.09 at 2015 Year End.

Leadership Journey Beyond 2016

Page 2: WCM Newsletter

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Editor’s Comments: The Serious Incident Potential reporting programme is rolled out across the Activity.

Editor’s Comments: Transformational leaders break the old habits and facilitate necessarychanges into a clearly defined and well communicate future.

h t t p : / / p o r t a l . s a i n t - g o b a i n . c o m / w e b / g y p s u m / w c m Newsletter Issue 24 - October 2016

Last year, we began a journey to strengthen our Leadership among our Company with the slogan of PoDe (Policy Deployment)

– PoGe (Positive Change – Positive Development).

We communicate PoDe by using boards, company intranet and company Facebook at the Plants and Offices. Also we have given PoDe training to all employees to teach them how it works, what is in it for them and given to them, their individual objectives through action plans.

The first thing we did was hold a ‘Leading Change’ workshop by Paul Rigby which is based on the book, “Our Ice is melting”. Basically, the workshop tries to teach the steps of successful change by using a story about Penguins.

From the workshop, we identified and prioritised several topics that needed to change. Small teams were created in order to lead change on dedicated subjects.

The first step was to revise our old Local Vision, Mission and Values of the Company and then prioritize Safety, Internal Communication and Product Management.

Our biggest issue to answer was “what will be the method of

change and how to deliver the change at all levels of Organisation?” I proposed to use the Policy Deployment Model to deliver change at all levels. It was accepted by the Management and I adopted the WCM Policy Deployment Model to meet our

needs and created a custom made tool. This tool was delivered to Departments to use for Safety first.

Now, all Departments work on their Safety Objectives to deliver at all levels in their organization. In the past, just Plants have Safety Objectives to fullfill at the end of the year. Now, Finance, Supply Chain, Sales-Marketing and Human Resources all contribute to the process.

In the coming weeks, we will set up the Model by including all other drivers like Customer Satisfaction, Innovation etc...

In December of 2015 the North

American (NA) team ran its 2nd Transformational Leadership course in Toronto, Canada.

This one week Supervisor and Manager development course focused on teaching how to increase the pace of continuous improvement by engaging employees to work at the correct ‘Line of Sight’, while linking the WCM tools through the use and exploitation of Area Improvement Boards on the shop floor (referred to as sustain boards in some areas of the Activity), including layered auditing and daily rounds, all while honing interpersonal skills.

The need for such a course was identified after a review of the NA overall strategy and the positive results achieved with the practices already in place at our Cody Wyoming facility. It was felt that there was an opportunity to improve our overall pace of

continuous improvement by spreading the shop floor system to other plants and teaching the plant leaders the skills necessary to leverage the system for results. To that end the Transformational Leadership Course was developed, and has since evolved into a core training activity for Supervisors and Managers.

Upon completion of the course delegate’s return to their respective plants equipped to apply the system and leadership lessons learned on the course. Their 100 day plans include specific strategies for:

• Improving engagement and teamwork of operations and maintenance personnel in continuous improvement.

• Working at the right level. What the different levels within the organization should focus on with respect to continuous improvement.

• Daily use of the AIB system to manage plant activities and improvement.

• Understanding diversity in plant culture & people and the importance of good interpersonal skills for communication & engagement.

Results from the course are building momentum in the NA plants and the feedback from delegates who have attended has been very positive, including; “TLC is one of the best courses I’ve attended since I started with the company. The course has opened my eyes to some things missing in my personal approach and some of the gaps at my plant. I feel like I now have a clear path to take back and help my team move forward and improve”.

TransformationalLeadership Course

Hasanoglan Leadership Journey By Hakan KuruözPlant Manager

Most people recognise that in everyday life we have more near-misses than injury incidents, however not every near-miss we experience could lead to a serious or life threatening injury. However most of us may have experienced a near miss or minor injury which in other circumstances could have had serious consequences. A “What if” moment’.

At work we want to capture these moments and take steps to ensure that no-one else has a similar

near-miss. Of course our aim is to eliminate any and all potential injury incidents at work, which continues to be our objective. The SIP reporting programme is a way in which we can prioritise our responses and action plans on those events and incidents with any potential to result in a serious injury incident.

Is it working? At the end of the first quarter of 2016 we had 15 injury incidents which resulted in lost

Serious Incident PotentialAt the end of 2015 we launched a new safety event recording tool within the Gypsum Activity. This was the ‘Serious Incident Potential’ or SIP for short. Why another safety tool?

time or medical treatment. During the same 3 months we had 417 SIP incidents reported (how many more were unreported?). Within the business we have therefore identified 417 new opportunities for serious risk reduction.

Together we can make a difference!

AREA

IMPRO

VEM

ENT B

OA

RD TEM

PLATE

By Lorne BalaskiPD Champion NA

By Jim DrakeSHEAR Director

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Editor’s Comments: Mixing and forming know how is key for our future product developments.

h t t p : / / p o r t a l . s a i n t - g o b a i n . c o m / w e b / g y p s u m / w c m Newsletter Issue 24 - October 2016

In today’s competitive market our customers are demanding high

quality products, better services and faster delivery times, but still want competitive prices. Therefore in order to be competitive and maintain profitability, we must reduce costs and have World Class Manufacturing performance in our plants.

In recent years our manufacturing performance as a Group has plateaued; based on our average availability and yield.

Mixing and Forming is the head of our process and know how, and knowledge transfer in this area is key, “The single biggest missed opportunity for leaders of organisations is the failure to capitalise on the collective knowledge of the people in their organisations and communities.” Dr Robin Wood

So across our plants worldwide we have a lot of knowledge and expertise in the heads of our people. No one knows everything, but together, we know a whole lot. To facilitate this knowledge capture and exchange we are launching the ‘Year of Mixing and Forming’. Why choose this area? The mixing and forming area is the heart of our plants. This is where all the raw materials come together and we form the product. In truth, once the board leaves the extruder we are not going to make it any better – we can only make it worse.

Many of our process losses are concentrated in and around the mixing and forming area.

1) Availability losses from planned changeovers and unplanned lump breaks and paper breaks

2) Yields losses associated with start-ups, changeovers and process instability

3) Speed losses associated with setting, soft board or poor wet bond development, and

4) Overages in relation to board weight, additives, evaporative load and energy

To facilitate this knowledge transfer we intend to provide focussed training sessions over the coming years.

We have already run a two week

“Mixing and Forming course” for 20 delegates from around the world:

1) Detailed understanding of raw materials

2) Implementation of new recipes to support innovation

3) Optimisation of recipes for process and product optimisation

4) Understanding of the interaction Man, Machines, Materials and Methods to stabilise normal process and optimise start-ups and changeovers

5) Understanding of the Quality Maintenance requirements to maintain stable processes and products

Year of Mixing & Forming

PROCESS

MAN

MACHINE

MATERIAL

METHODS MEASUREMENT

PROCESS

MAN

MACHINE

MATERIAL

METHODS MEASUREMENT

By Jim FletcherGPI, Gypsum Activity

In the first module held in San Martin we concentrated on gaining a better understanding of the raw materials used in our process and the measurements used to evaluate the input materials and slurry leaving the mixer.

The second module based in East Leake concentrated on gaining a better understanding of the machines, the methods and measurements we use to control them to assure the reliability of our process and assure of quality.

As we are well aware most continuous process run best without interruption. This is true for our calciners and boardplant dryers. Many of our production problems are associated with start-ups, changeovers and shutdowns. Once the mixer is up and running and the process is stable the product quality is generally consistent.

“So let’s run standard wallboard all day!”

Unfortunately our customers want more than just standard wallboard in one width, one thickness and one length. As a consequence our manufacturing lines are required to changeover from one product to another. Our stable operation is interrupted as we changeover – whether this is an on the fly changeover or a stop changeover.

To assist our points who have many changeovers we are intending running two courses this year.

Module 1

Module 2

1. SMED 12th to 16th September 2016 at Kirkkonummi

Single-Minute Exchange of Die (SMED) is one of the many lean production methods for reducing waste in a manufacturing process. It provides a rapid and efficient way of converting a manufacturing process from running the current product to running the next product. The phrase “single minute” does not mean that all changeovers and start-ups should take only one minute, but that they should take less than 10 minutes (in other words, “single-digit minute”).

2. OTED November 2016 at Sherburn

On-the-fly changeovers Closely associated to SMED a yet more difficult concept, One-Touch Exchange of Die, (OTED), which says changeovers can and should take less than 100 seconds. ON-THE-FLY Changeover.

East Leake team - Mixing & Forming Part 2San Martin team - Mixing & Forming Part 1

Other training courses aimed specifically at Formation and Automation.

In the first instance it is essential that are our machines are safe and reliable. For those plants with availability problems their focus should be on TPM Pillars in Steps 1 and 2 to Reduce Stops – AM, PM, FI.

As more of our plants move toward silver, Steps 3 and 4 QPC becomes more critical – how do our plants become Stable and Capable? A number of our plants are at this stage. How do we support this and improve their performance?

So the objective of the Year of Mixing and Forming is to capture our collective knowledge and provide a better understanding the chemical, physical and mechanical processes that underpin our business and enable our People to attack their losses and improve performance.

“No one knows everything, but together, we know

a whole lot”

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Editor’s Comments: Getting prepared to better manage non standard situations. Editor’s Comments: Want to improve your capability in leading difficult conversations? There are ways!

h t t p : / / p o r t a l . s a i n t - g o b a i n . c o m / w e b / g y p s u m / w c m Newsletter Issue 24 - October 2016

The question we asked ourselves in Kingscourt during a recent People

Development project was, “Have we equipped our front Line Teams with the Skills and Information they need in order to make good decisions during plant breakdowns?” The answer was; It could be improved upon.

The Problem Solving Team (PST) comprises of the Team Leader, Mechanical Technician, Electrical Technician and relevant Operator. The purpose of the project was to up-skill our PST so that they could respond to plant breakdowns efficiently and effectively. We used the EWO 1 Worksheet as our tool and identified a number of Skill gaps within our Teams across the following areas:

1) Breakdown Management Problem Solving: Why and How

2) Coaching, Support and Feedback on EWOs

3) EWO How and Why with Administration Skills

4) Teamwork, Listening and Communication

5) Observation Skills, Fact Finding (Identifying Normal vs Abnormal)

6) Assessing Risks

7) Decision Making

As we spent time at the GEMBA with our teams, it became very apparent that a lot of critical decision making takes place within the first hour of a plant breakdown. We expect our front line Teams to make decisions on:

• Environment, Health and Safety

• Product Quality and Product Availability

• Plant Performance

• Resource Allocation

We also need them to keep an accurate record of the breakdown.

The Plan, Do Check ACT ApproachWe adopted a Plan, Do, Check and Act (PDCA) model to decision making and developed some training materials for our Problem Solving Teams (PSTs). This information was briefed out to the PSTs during a traditional training session. In addition, we also used live breakdowns as an opportunity to Coach, Support, Challenge and Develop our PSTs in order to ensure that they understand and use the PDCA model effectively.

The Four Stages Outlined:

THE PLANNING STAGEThe Team have been called to a Plant breakdown. Our Team Leader has a number of Important Questions to ask and subsequent Decisions and Plans to implement:

• Is the Area Safe? Take 60 Seconds to Think. Is Lock Out Tag Out Required?

• Are there any Environmental concerns? Will this breakdown generate Waste? Is there any risk of oil spillage etc?

• What Facts do the Team Need to collect? Having the correct information helps the PST to make good decisions.

Leadership During a Plant Breakdown By Catherina McGuirkOperations Manager, Plaster Mill, Kingscourt

In many circum-stances, we might be worried about how to conduct a

difficult conversation; because many interpersonal differences are a direct result of our inability to communicate well enough.

As a result of communication problems, some conversations are not led at all, and the result of missing communication is, bigger problems in the end.

During IC21 at Laem Chabang Plant in Thailand, the course has introduced a new technique called ‘Fierce Conversations’ allowing

everyone to practice this during the course. When you think of a fierce conversation, think passion, integrity, authenticity, collaboration:• Think cultural transformation• Think leadership The Fierce Conversation guide asks you to come out from behind yourself, into the conversation and ‘tackle your interpersonal’ challenges.

FIERCE CONVERSATIONS RECIPE is about 7 principles;1. Seek first to understand2. Recognise your biases3. Give conversation your

full attention4. Don’t put it off5. Listen to your instincts

6. Watch your emotional wake.7. Use silence – Listen hard.

Being ‘Fierce’ is not about being mean, but about being bold, about confronting reality in a way, which is always respectful of the others involved. Not easy to do, but the tools provided help quite a bit in figuring out how to interact with others courageously and genuinely, in a variety of situations.

Fierce Conversations

• What Resources are needed? Have the team the right skills to resolve the breakdown?

• What Checks need to be completed and recorded?

• The Team Leader needs to consider if any additional Stakeholders need to be informed as per Plant Breakdown Escalation Policy, e.g. Quality, Supply Chain etc.

• The Team Leader and PST must agree a “Re-group” Time to review their findings.

THE DOING STAGE:The Team Leader must indicate the priority of the checks/ tasks to be completed. The Right people are completing the right checks and recording their findings on EWO1.

THE CHECKING STAGE:Having agreed a Re-group Time at the Planning Stage, the Team Leader calls the PST together approximately. This is a short “stop and check” to review the outputs of

the Doing Stage. Do the PST have all the information they need and are they moving in the right direction? This provides the PST with an opportunity to re-plan if required.

The Warehouse Stock has been checked, so the Team Leader is in a position to decide if additional Quality checks are needed, if product needs to be held, If the Production Planner needs to review the Production Schedule etc.

The Alternative at this stage is that the PST have completed all checks and counter-measures they are aware of, without restoring the plant to normal operation. The PST need additional support. In this case they need to consider activating the Plant Breakdown Escalation Policy early.

ACT:The PST Implement the counter-measure(s) agreed. They ensure all the paperwork is complete. The PST makes recommendations for

additional checks or counter-measures, which will be discussed further at the Daily Review Meeting.

SUMMARYSince the implementation of this project, Total Efficiency has improved by 5% in the Board Plant and OEE by 2.5% in the Plaster mill.

Our Front Line Teams are leading our Breakdown Management Process. This People Development project has delivered a number of successes for the Kingscourt plant. We have empowered our Front Line Teams to make good decisions during a plant breakdown. The PSTs investigate plant breakdowns to high standards.

The initiative has broken down the traditional barriers between production and technical staff, they work together as a team to investigate and implement effective counter-measures.

By Wanna SiriphattanapinyGlobal WCM Champion

PLAN

DO

CHECK

ACT

Internal• EHS, Agree the Plan to get

Line Up & Running & the Plan to gather the facts

• Agree Re-group Time

External• Supply Chain/Production

Manager

Internal• What do we know

• 25 mins into the breakdown?

• Has Countermeasure been/implemented?

• Recommendation for morning meeting

External• Escalation Policy• Impact on Daily Production

Plan/Quality

Internal• Make observations

• Record facts, allocate tasks/checks to the appropriate person

• Record findings

External• Stock/Quality checks

• Do we need to hold product?

Internal• Can we implement a

Countermeasure?

• Do we need more information?• Have we recorded

the facts?

External• Escalation Policy

12

6

9 3

10 2

8 457

111

0.5 MINS 20 MINS

5 MINS

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h t t p : / / p o r t a l . s a i n t - g o b a i n . c o m / w e b / g y p s u m / w c m

WCM UPDATE: Publication Manager - Thomas Beitzke. Editor in Chief - Thomas Beitzke, [email protected] WCM Update is an internal newsletter for Saint-Gobain Employees exclusively. The information contained in the newsletter must remain internal. Design, layout and production - Kangaroo Marketing & Design Ltd, Kangaroo Marketing & Design Ltd, 7 Charter Point Way, Ashby de la Zouch, Leicestershire LE65 1NF. Tel: 01530 560177. www.kangaroouk.com. Tel: 01530 560177. www.kangaroouk.com

October24th-28th Transformational Leadership Fort Dodge, USA (Independent Country Course)

November7th Champions Webex15th-16th WCM Review Kingscourt, Ireland

28th-29th Process Course for Plant Managers

December6th-7th Process Seminar Vaujours, France

Jan-Feb30th-3rd Plant Manager Training Vaujours, France

March6th-10th Process Induction Training Europe Vaujours, France

13th-17th WCM QPC Horizontal Practitioner Course Laem Chabang, Thailand

May3rd-5th WCM Forum Europe Spain

16th-17th WCM Forum North America Carrollton

May-Jun30th-1st WCM Forum Asia Laem Chabang, Thailand

Wanna will support the 5 surface plants of Laem Chabang, Bang pa In, Ho Chi Minh, Port Klang and Cikande.

In 2013, Wanna joined Thai Gypsum Products PCL as Plant WCM Facilitator. She got an opportunity to join SEA team as a SEA WCM Facilitator to support 4 Plaster Board Plants and 1 Plaster Plant in this region.

Graduating in Biotechnology and has a Masters degree, Wanna has covered many roles including, Production, Quality, Continuous Improvement, TPM and FI.

Wanna has been closely involved in the WCM Instructor Programme, attending IC16 and acting as a Lead Black Cap on IC17 & a White Cap on IC19 and IC21.

Global WCM ChampionSouth East Asia (SEA)

Alberto supports all plants and quarries in their WCM development for Placo Ibérica.

Graduating in Chemistry & EHS Masters, Alberto joined Saint Gobain Placo Ibérica as production shift leader, WCM Facilitator; helping the Madrid plant achieve Bronze and Silver status. He was then promoted to WCM Champion for Placo Ibérica.

Alberto is a WCM Instructor and a SK & PM Practitioner and supported Stephane Alix in the development of the Q&PC and PD Pillars.

Global WCM ChampionSaint Gobain Placo, Ibérica

Forthcoming Events 2016

Wanna Siriphattanapinyo and Alberto de la PeñaJoin the WCM Central Team

Read their full profile on the WCM Portal Page http://portal.saint-gobain.com/web/gypsum/wcm

Must Win

BattlesOur ‘Must Win Battles’ can be found on the WCM Portal Page http://portal.saint-gobain.com/web/gypsum/wcm

Forthcoming Events 2017