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Using Lean to Create Global Competiveness!

This document summarizes a presentation given by Stian Henriksen and Erik Løkke-Øwre on developing globally competitive production based on lean principles at REC. [1] It provides background on the speakers and their experience in lean manufacturing. [2] It then discusses the solar industry environment of overcapacity leading to price reductions, and REC's business case to become a cost leader and ensure high quality modules. [3] The presentation covers REC's implementation of a lean-based REC Business System (RBS) to standardize processes, ensure stable operations and continuous improvement.

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UTVIKLING AV GLOBAL KONKURRANSEDYKTIG PRODUKSJON BASERT PÅ LEAN. November 21, 2012 Stian Henriksen & Erik Løkke-Øwre
2 Business Confidential  Copyright Renewable Energy Corporation ASA. All Rights Reserved  xxxxx xxxx RBS Hvem er Stian og Erik? Erik Løkke-Øwre  Utdannelse – Økonom fra BI  Arbeidserfaring – Elkem 1989-2007: Controller, Produksjons- og Fabrikksjef stillinger, Divisjonssjef Silisium, Leder for Elkem Solar. – Hydro Aluminium Metals 2007 – Utvikling og innføring av AMPS. – REC Solar 2008- dd: Leder for produksjon, innkjøp og teknologi  Lean erfaring – Fom 1997 ved Elkem Aluminium Mosjøen – Primært fra lederstillinger i divisjon, produksjon, teknologi og innkjøp. Stian Henriksen  Utdannelse – Sivilingeniør Indøk, NTNU  Arbeidserfaring – ScanWafer: prosessingeniør, assisterende produksjonssjef, Lean ansvarlig – TPM Team: Konsulent innen Lean – REC: Director REC Business system, Norge og Singapore – 2012: Fabrikksjef, Moelven ByggModul  Lean erfaring – År 2000 v/NTNU: Hva er verdensklasse? – Fra produksjonssystem til praktisk forbedringsarbeid for økt konkurransekraft
3 Business Confidential  Copyright Renewable Energy Corporation ASA. All Rights Reserved  xxxxx xxxx RBS Create a future by using lean! TPS -500 0 500 1000 1500 2000 1980 1982 1984 1986 1988 1990 1992 1994 1996 1998 2000 2002 2004 MNOK Cyclical GrowthStable Market cap: NOK 200 million NOK + 20 billion 0 5 10 15 20 25 30 35 40 EBIT development Total recordable injury rate (H2) Ole Enger – Oct 2011 - The transformation of Elkem: Stian H. & Erik LØ. – Nov 2012 - Creating Competiveness for REC RBS 0.6 1.1 1.4 1.8 3.0 3.1 3.2 0.0 0.5 1.0 1.5 2.0 2.5 3.0 3.5 2009 -80% 201220112010200820072006 Solar panel price development Euro/Watt
4 Business Confidential  Copyright Renewable Energy Corporation ASA. All Rights Reserved  xxxxx xxxx RBS Our 4 Basics to develop a lean business / production system.  Process Thinking - Predefine standards to achieve expected results – Process or happening? – No standard, no improvement – Predefine standards, connections and flow for the 4M’s to get a predictive process meeting targets.  Control leading indicators, not lagging – Understand – Stabilize - Improve – Variation is our enemy!  Lean is organizational development – involve! – Value is created on the ‘shop floor’ – Leaders - Become a trainer and ‘Live the System’ – Experts – all levels must use the system – discipline  Always trust the system – Everybody! – Never compromise HSE and Customer Quality – Eliminate jobs and words that shows no system and no understanding: Example: Coordination/Coordinator PROCESSESINPUTS OUTPUTS Man Method Machine Material RBS
5 © 2012 REC All rights reserved. Confidential REC Peak Energy modules installed on a commercial rooftop in northern Spain Agenda  Solar Industry and REC  REC Singapore  Using lean to Create Competitiveness  Lean implementation in REC Singapore  Success criteria and summing up
6 Business Confidential  Copyright Renewable Energy Corporation ASA. All Rights Reserved  xxxxx xxxx RBS Solar Industry - Significant overcapacity leads to price reduction and industry restructuring 60.4 54.154.9 5.3 59.9 Global Capacity significant above demand in 2012 (GW) Capacity Silicon CellWafer 30.6 Module Thinfilm Demand 27 18 8 6 0 5 10 15 20 25 30 35 40 45 50 +23% +64% 2014 50 31 2013 36 26 2012 35 26 2011201020092008 CAGR Market Growth Annual installations - Wp Conservative Optimistic CAGR Source: Bloomberg New Energy Finance, Industry analysts 1 2 3 4
7 Business Confidential  Copyright Renewable Energy Corporation ASA. All Rights Reserved  xxxxx xxxx RBSA great opportunity Supplying the world with enough and sustainable energy is the future’s largest enterprise! Solar energy is one of the obvious solutions to the world’s electricity demands.
8 © 2012 REC All rights reserved. Confidential A 24 MW installation in Italy completed by REC Systems Agenda  Solar Industry and REC  REC Singapore  Using lean to Create Competitiveness  Lean implementation in REC Singapore  Success criteria and summing up
9 Business Confidential  Copyright Renewable Energy Corporation ASA. All Rights Reserved  xxxxx xxxx RBS
10 Business Confidential  Copyright Renewable Energy Corporation ASA. All Rights Reserved  xxxxx xxxx RBS REC Singapore TUAS Site using RBS/lean for improvements - increasing capacity through debottlenecking Process Layout Factory 1 Ingot casting and wafering Factory 2 Chemical and Mechanical Line 1 Line 2 Line 3 Line 4 Line 5 Line 6 Line 7 Line 8: Gold 2 factories 8 lines in 2 floors Wafer Cell 4 lines in 2 floors Line 1 Line 2 Line 3 Line 4 T1 T2 T1 T2 T1 T2 T1 T2 EU APAC US Assembly Modules CAPACITY Capacity: Design 740 MW Current 700 MW Capacity : Design 550 MW Current 700 MW Capasity: Design 590 MW Current 840 MW Sales 170 mill pieces170 mill pieces 3.3 mill pieces Main Markets
11 Business Confidential  Copyright Renewable Energy Corporation ASA. All Rights Reserved  xxxxx xxxx RBS ‘First Things First’ Safety and Customer Quality performance per Oct 2012 CustomercomplaintsPPM, SingaporeModule 21 56 99 81 13 202 210 56 48 53 .0 50.0 100.0 150.0 200.0 250.0 J F M A M J J A S O N D Month Acc 12M Target PPM LTIandTRI-rates acc12mnthrolling 0.0 1.3 0 2 4 6 8 N D J F M A M J J A S O LTI rate TRI rate REC Singapore, Visuals at the gate
12 Business Confidential  Copyright Renewable Energy Corporation ASA. All Rights Reserved  xxxxx xxxx RBS 2 4 31 Other Material cost improvementsManning reduction Improved changeover time wafer furnacesModule Power 2012 Q3 2010 Q1 2012 Sept 2011 Sept 2012 Q4 2010 Design 2012 Q4 2010 Q4 1.629 1.380 No of employees 225 W 250 W Average watt per module Changeover time -min 278 min 28 min Other Material Cost - indexed 100% 39% REC Singapore examples of KPI developments – based on RBS in technology, sourcing and operations
13 Business Confidential  Copyright Renewable Energy Corporation ASA. All Rights Reserved  xxxxx xxxx RBS REC Solar – practical results of RBS/lean as our way of working. Cost and Quality improvements in Singapore continue (REC Q3 presentation) 57 52 48 42 2 7 Q2’12 81 10 10 9 Q4’11 101 18 15 11 7 Q3’12 65 8 7 2 Q4’12 58 End Q1’13 ~52 Silicon at market price Cash conversion cost* Depreciation SG&A and R&DModule cost €cents/watt * Cash cost of converting polysilicon into modules. Includes freight. target target Module watt class Percent of produced modules 16% 50% 60% 85% 50% Q2’12 Q3’12Q1’12 99% 1% 84% 40% Q4’12 Q1’13 15% Above 250W Below 250W target target
14 © 2012 REC All rights reserved. Confidential REC Peak Energy modules installed on a commercial rooftop in northern Spain Agenda  Solar Industry and REC  REC Singapore  Using lean to Create Competitiveness  Lean implementation in REC Singapore  Success criteria and summing up
15 Business Confidential  Copyright Renewable Energy Corporation ASA. All Rights Reserved  xxxxx xxxx RBS What creates World Class results? What is differentiating us from our competitors?
16 Business Confidential  Copyright Renewable Energy Corporation ASA. All Rights Reserved  xxxxx xxxx RBS Success factors to create world class operations Understand your business case Build a world- class business system Build a world-class organization 1 2 3
17 Business Confidential  Copyright Renewable Energy Corporation ASA. All Rights Reserved  xxxxx xxxx RBS By: 1. Delivering Fast Cost Reductions to become a cost leader. 2. Quality: Module Performance in the field (25 years performance warranty). Power production higher than design capacity Cell Processing Cost 2012 ( incl Depreciation) Our Business Case - Make REC Singapore the winner in the Solar Industry 1
18 Business Confidential  Copyright Renewable Energy Corporation ASA. All Rights Reserved  xxxxx xxxx RBSWhat creates world class results? What is differentiating us from our competitors? Man Method Machine Material Input Output Cause Effect Safety Quality Delivery Cost Measurementsystem REC BUSINESS SYSTEM RBS 2
19 Business Confidential  Copyright Renewable Energy Corporation ASA. All Rights Reserved  xxxxx xxxx RBS REC Business System – RBS 2
20 Business Confidential  Copyright Renewable Energy Corporation ASA. All Rights Reserved  xxxxx xxxx RBS RBS PRINCIPES - THE LINCHPIN OF THE SYSTEM Standardize all activities Customer-supplier connection Optimize flow Improvements & Problem solving 1 2 3 Basic design of the system 4 Developing the System Standard method & execution Supplier Customer 3 1 2 4 A 3 Business Case Current Condition Target Measure Action plan 1. UNDERSTAND YOUR BUSINESSCASE Problem Team 2. ORGANIZE YOUR PEOPLE 3. DESIGN AND IMPROVE YOUR SYSTEM – USE OUR RULES IN USE (RiU)
21 Business Confidential  Copyright Renewable Energy Corporation ASA. All Rights Reserved  xxxxx xxxx RBSREC Solar Business System – RBS Understand and realize potential of present technology WASTE REDUCTION DISCIPLINE 5S ACCURATE FACTS, FIGURES & VISUAL MANAGEMENT STABLE & RELIABLE PROCESSES (4M) CONTINUOUS IMPROVEMENT & SYSTEMATIC PROBLEMSOLVING 0 DEFECTSPERFECT FLOW HSE & QUALITY R E C I D CUSTOMER SATISFACTION BEST SAFETY - BEST QUALITY SHORTEST LEAD TIME - LOWEST COST LEVELING RBS PRINCIPLES STABILITY & CONTINUOUS IMPROVEMENTS UNDERSTAND PRESENT TECHNOLOGY TECHNOLOGY DEVELOPMENT & VALIDATION REALIZE THE POTENTIAL OF PRESENT TECHNOLOGY INDUSTRIALIZATION TECHNOLOGY STEP CHANGE Key tools and methods: – ICCM (CPM) – technology transfer program – best manufacturing practices
22 Business Confidential  Copyright Renewable Energy Corporation ASA. All Rights Reserved  xxxxx xxxx RBS Process flow mapping incl SIPOC Focus diagram Product and process control plan Failure mode and effect analysis Control chart/ SPC/ Simulation Out of control action plan (OCAP) Technology and Operations - process understanding - ICCM: Understand, stabilize and improve our processes Process transformation ptypeBulk ntypeEmitter p+Al BSF Almetal Almetal Almetal Ag/Albusbar Ag/Albusbar Agbusbar SiNxlayer Measurement system analysis 2
23 Business Confidential  Copyright Renewable Energy Corporation ASA. All Rights Reserved  xxxxx xxxx RBS ICCM (CPM – Critical Process Management) - In practice CPM board at SingWafer Content -Focus diagram - SPC - Baseline Check daily - Equipment Status - Experiments - RCA -Action list Daily Meeting at 08.00 – 08.15. - Cross functional participation Stable process at Scancell -Understand, Stabilize, Improve. ScanCell 2009 – Cell efficiency 1 2 34 5 6 1 2 3 4 5 6 7 7 SingWafer 2012 – CPM board
24 Business Confidential  Copyright Renewable Energy Corporation ASA. All Rights Reserved  xxxxx xxxx RBSREC Solar Business System - RBS Stability & Continuous Improvements WASTE REDUCTION DISCIPLINE 5S ACCURATE FACTS, FIGURES & VISUAL MANAGEMENT STABLE & RELIABLE PROCESSES (4M) CONTINUOUS IMPROVEMENT & SYSTEMATIC PROBLEMSOLVING 0 DEFECTSPERFECT FLOW CUSTOMER SATISFACTION BEST SAFETY - BEST QUALITY SHORTEST LEAD TIME - LOWEST COST LEVELING HSE & QUALITY R E C I D RBS PRINCIPLES
25 Business Confidential  Copyright Renewable Energy Corporation ASA. All Rights Reserved  xxxxx xxxx RBS REC Singapore - Visual Management examples Module production - Real time on-line status - Both in the offices and on the shop floor Cell production: - Electronic daily board for use in management morning meetings
26 Business Confidential  Copyright Renewable Energy Corporation ASA. All Rights Reserved  xxxxx xxxx RBS Layered Audit (Job observation) Stasjon: Rev.nr: 1.0 Dok.nr: Elem.nr: 3 Bilde Nr 1 2 3 4 5 Forfatter: Dato: Elementnavn: Plassèr ny screen på aluramme Stein Iversen 16.12.2008 SCN 2 Print 1 SCN02PRPR1S0200 Ta frem ny screen Dra screen ut ca 15 cm fra skapet. For å kunne få godt og sikkert tak i screen med begge hender. 7 Hva: Hvordan: Hvorfor: Tid Løfte screen ut av skapet. Ta tak i screen med begge hender å dra screen stående helt ut av skapet. For på en sikker måte få screen ut av skapet. Løft screen opp mot lyset. Løft screen opp med undersiden mot deg, slik at screenområdet er vendt mot lyset. Kvalitessikre screen. For å kunne kvalitetssikre screen på en enkel måte. For at kameraene skal oppdage fiducial points, og at pasta ikke skal renne igjennom scn 1 fiducial points. Legg screen i aluramme. Snu screen å legg screenen på alurammen som ligger på høyre side på bordet. PS: Låsesplinten skal være mot deg. Screen plasseres i aluramme i påvente av å bli satt inn i print. Se at alle 6 fiducial points er rene og klare og at scn 1's 4 fiducial points er tapet. Påse deretter at hele screen er hel og ren. 1 2 3 4 Standardized work Action  The standard represents the best known method as we know it today  All work must be standardized in detail in the element sheet with time, what, how and why. FOLLOWUP IMPROVE Action  Does the operator follow the standardized work?  Is the operator at the right competence level according to the competence matrix?  Are there any improvement opportunities? Competence Matrix  All improvements opportunities must be written down on the action list: problem owner, due date, status  The competence matrix must be updated according to findings on the audit  System developed in ScanCell in Norway  Best practice developed by operators with support from HES, Q and Process Engineers.  Done in RPS improvement teams where operators can focus on doing improvements  This improvement model is transferred to Singapore. SFM - Shop floor management. - Key program to build stable and reliable processes and where we operationalize technology understanding into the Work Instructions. 2
27 Business Confidential  Copyright Renewable Energy Corporation ASA. All Rights Reserved  xxxxx xxxx RBS REC Cells TPM MILESTONES – AM STEP 1 02 03 04 05 TPM Outreach Promotional Awareness Apr 2011 PKE Training For BU’s Facilitators May 2011 Pilot Line Selection Jun 2011 TPM Master Plan Jun 2011 07 08 01 TPM Facilitator Hired Mar 2011 091112 TPM Intro Training For All May 2011 TPM Logo Design Contest Apr 2011 06 Established Short & Long Term Plan Mar 2011 10 Team Formation Jun 2011 Initial Tagging & Cleaning Jun & Jul 2011 AM Step 1 Audit End Sep2011 AM & PM Tags Management Jul-Sep2011 AM STEP 2 2
28 Business Confidential  Copyright Renewable Energy Corporation ASA. All Rights Reserved  xxxxx xxxx RBS TPM – AM: Results achieved by Modules in pilot phase Module Production line - Breakdown reduction
29 Business Confidential  Copyright Renewable Energy Corporation ASA. All Rights Reserved  xxxxx xxxx RBSREC Business System - Overview Build a Robust System Infrastructure based on PDCA System REC Business SYSTEM Implementation Toolbox & Documentation Audit/Check REC Solar Division SingCell SingModule ScanCell ScanModule ……?….. ……?….. RBS Network 3 days 3 days 3 days 3 days 3 days 3 days Subject Introduction to Lean The role of the leader in daily production PDCA in visual management How and when to escalate problems Module 2 Standardized work as a management tool Module 3 5S TPM and operator maintenance Module 4 Advanced standardized work Job observation Module 5 Managing improvement activities Module 6 Systematic problem solving Subject Standardization and REC’s rules in use What, why and how standardized work Teaching and training in how to set a standard Leadership connected to standardized work Subject What, why and how man-machine and other standardization tools Leadership connected to improving standards Subject How to work systematically with continuous improvement A3 as a tool for systematic improvement Training in leading KAIZEN events Subject What, why and how systematic problem solving Training in Apollo RCA Six sigma Preparation Read through some material Prepare homework task Homework Develop an element of a visual management system Preparation Prepare presentation of your homework Read theory Homework Develop standards in your own work place Develop competence matrix in your own team Preparation Prepare presentation of your homework Read theory Homework Make a man-machine setup Develop or improve your own job-observation routines Preparation Prepare presentation of your homework Read theory Homework Perform a kaizen event at your own workplace Preparation Prepare presentation of your homework + bring a problem from your workplace Read theory Final exam Final exam to graduate Module 1 REC Production System Visual management Subject What, why and how 5S & TPM Training in 5S and step 0-3 in operator maintenance Training in leadership connected to the tools Preparation Prepare presentation of your homework Read theory Homework Perform 5S activities in your own work place 3 days 3 days 3 days 3 days 3 days 3 days Subject Introduction to Lean The role of the leader in daily production PDCA in visual management How and when to escalate problems Module 2 Standardized work as a management tool Module 3 5S TPM and operator maintenance Module 4 Advanced standardized work Job observation Module 5 Managing improvement activities Module 6 Systematic problem solving Subject Standardization and REC’s rules in use What, why and how standardized work Teaching and training in how to set a standard Leadership connected to standardized work Subject What, why and how man-machine and other standardization tools Leadership connected to improving standards Subject How to work systematically with continuous improvement A3 as a tool for systematic improvement Training in leading KAIZEN events Subject What, why and how systematic problem solving Training in Apollo RCA Six sigma Preparation Read through some material Prepare homework task Homework Develop an element of a visual management system Preparation Prepare presentation of your homework Read theory Homework Develop standards in your own work place Develop competence matrix in your own team Preparation Prepare presentation of your homework Read theory Homework Make a man-machine setup Develop or improve your own job-observation routines Preparation Prepare presentation of your homework Read theory Homework Perform a kaizen event at your own workplace Preparation Prepare presentation of your homework + bring a problem from your workplace Read theory Final exam Final exam to graduate Module 1 REC Production System Visual management Subject What, why and how 5S & TPM Training in 5S and step 0-3 in operator maintenance Training in leadership connected to the tools Preparation Prepare presentation of your homework Read theory Homework Perform 5S activities in your own work place Team organization with right competence and clearly defined roles Standardized work, Takt Time and Training Preventive Maintenance, RCM and TPM Visual Management based on Facts, Figures and PDCA Discipline through workplace organization and 5S Critical Process Management through ICCM, Six Sigma and Systematic Problemsolving LEADERSHIP RBS Network Training RBS SFM
30 Business Confidential  Copyright Renewable Energy Corporation ASA. All Rights Reserved  xxxxx xxxx RBS World Class Operations is based on our People Strategy: WASTE REDUCTION DISCIPLINE 5S STABLE & RELIABLE PROCESSES (4M) CONTINUOUS IMPROVEMENT & SYSTEMATIC PROBLEMSOLVING 0 DEFECTSPERFECT FLOW HSE & QUALITY R E C I D CUSTOMER SATISFACTION BEST SAFETY - BEST QUALITY SHORTEST LEAD TIME - LOWEST COST LEVELING RPS PRINCIPLES STABILITY & CONTINUOUS IMPROVEMENTS ORGANIZATIONAL STRUCTURE ROLES AND RESPONSIBILITIES CRITICAL COMPETENCE TRAINING OPTIMIZED MANNING REC LEADERSHIP Understand our business case Build a world-class production system Build a world-class organization 1 2 3 3 Before we build Quality Modules, we build QUALITY PEOPLE.
31 Business Confidential  Copyright Renewable Energy Corporation ASA. All Rights Reserved  xxxxx xxxx RBS Systematics and people development is crucial! Leaders driving culture by practizing RBS in their daily work Continous improvement at cell line Training on the shopfloor - Pdope Job observation on operator Summarizing morning meeting with action items Apollo problem solving Layer audits 3
32 Business Confidential  Copyright Renewable Energy Corporation ASA. All Rights Reserved  xxxxx xxxx RBSPeople Development & Engagement - A career path defined for everybody (Production Specialist = Operator) 3
33 © 2012 REC All rights reserved. Confidential REC Peak Energy modules installed on a commercial rooftop in Italy Agenda  Solar Industry and REC  REC Singapore  Using lean to Create Competitiveness  Lean implementation in REC Singapore  Success criteria and summing up
34 Business Confidential  Copyright Renewable Energy Corporation ASA. All Rights Reserved  xxxxx xxxx RBSPEOPLE – RPS TRAINING 2009 Management group take lead
35 Business Confidential  Copyright Renewable Energy Corporation ASA. All Rights Reserved  xxxxx xxxx RBSPEOPLE – INGRAIN RBS CULTURE INTO THE ORGANISATION INGRAIN RBS CULTURE – Team Building in RBS way
36 Business Confidential  Copyright Renewable Energy Corporation ASA. All Rights Reserved  xxxxx xxxx RBSPEOPLE – INGRAIN RBS CULTURE INTO THE ORGANISATION INGRAIN RBS CULTURE – Speak the same language – RBS language ! RPS Poster in Office Building consistently deliver RPS Principles and massages to all employees RPS Mouse Pad Learning Resources from Intranet Learning Resources from Intranet
Summing Up and Success Criteria
38 Business Confidential  Copyright Renewable Energy Corporation ASA. All Rights Reserved  xxxxx xxxx RBS WC Targets How to - RBS Implementation Strategy Robust Infrastructure Understand current condition including our Competitive position Team organizationwith right competence and clearly defined roles Standardizedwork, Takt Time and Training Preventive Maintenance, RCM and TPM Visual Management based on Facts, Figures and PDCA Discipline through workplace organization and 5S CriticalProcess Management through ICCM, Six Sigma and Systematic Problem Solving LEADERSHIP RBS IMPL. DOCU. CHECK ORG TRAIN RBS in Short REC BUSINESS SYSTEM RBS
39 Business Confidential  Copyright Renewable Energy Corporation ASA. All Rights Reserved  xxxxx xxxx RBS RBS is not theory - It is our practice Everything starts at the shopfloor Is the customer happy? Are all trained in the critical Jobs and are they performed according to a standard? Are all tools present when needed? What are the critical Processes? Are we using the correct materails? What do you do when You have a problem? Do you know your role and responsibility ? Is maintenance included in operations ? Do the operators have the tools needed? Plant Director in Scanmodule (Sweden) performing daily layered audits. Copied to Singapore.
40 Business Confidential  Copyright Renewable Energy Corporation ASA. All Rights Reserved  xxxxx xxxx RBS Success Criteria's for LEADERS 1. Define clear expectations and targets! 3. Go and see to understand current condition 4. Training 5. Feedback 6. Challenge to Improve 2. Operators (the experts) participate in all improvement work
41 Business Confidential  Copyright Renewable Energy Corporation ASA. All Rights Reserved  xxxxx xxxx RBSREC Singapore – feedback from Singapore Industry Best Practice sharing group - MAXA.
42 Business Confidential  Copyright Renewable Energy Corporation ASA. All Rights Reserved  xxxxx xxxx RBS SEEING IS BELIEVING Changi Airport with 561 REC solar panels installed in Singapore. Annual capacity 300 000 kWh - 74 tons of CO2 saved annually. RIGHT HERE IN SINGAPORE

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Using Lean to Create Global Competiveness!

  • 1.
    UTVIKLING AV GLOBAL KONKURRANSEDYKTIG PRODUKSJONBASERT PÅ LEAN. November 21, 2012 Stian Henriksen & Erik Løkke-Øwre
  • 2.
    2 Business Confidential Copyright Renewable Energy Corporation ASA. All Rights Reserved  xxxxx xxxx RBS Hvem er Stian og Erik? Erik Løkke-Øwre  Utdannelse – Økonom fra BI  Arbeidserfaring – Elkem 1989-2007: Controller, Produksjons- og Fabrikksjef stillinger, Divisjonssjef Silisium, Leder for Elkem Solar. – Hydro Aluminium Metals 2007 – Utvikling og innføring av AMPS. – REC Solar 2008- dd: Leder for produksjon, innkjøp og teknologi  Lean erfaring – Fom 1997 ved Elkem Aluminium Mosjøen – Primært fra lederstillinger i divisjon, produksjon, teknologi og innkjøp. Stian Henriksen  Utdannelse – Sivilingeniør Indøk, NTNU  Arbeidserfaring – ScanWafer: prosessingeniør, assisterende produksjonssjef, Lean ansvarlig – TPM Team: Konsulent innen Lean – REC: Director REC Business system, Norge og Singapore – 2012: Fabrikksjef, Moelven ByggModul  Lean erfaring – År 2000 v/NTNU: Hva er verdensklasse? – Fra produksjonssystem til praktisk forbedringsarbeid for økt konkurransekraft
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    3 Business Confidential Copyright Renewable Energy Corporation ASA. All Rights Reserved  xxxxx xxxx RBS Create a future by using lean! TPS -500 0 500 1000 1500 2000 1980 1982 1984 1986 1988 1990 1992 1994 1996 1998 2000 2002 2004 MNOK Cyclical GrowthStable Market cap: NOK 200 million NOK + 20 billion 0 5 10 15 20 25 30 35 40 EBIT development Total recordable injury rate (H2) Ole Enger – Oct 2011 - The transformation of Elkem: Stian H. & Erik LØ. – Nov 2012 - Creating Competiveness for REC RBS 0.6 1.1 1.4 1.8 3.0 3.1 3.2 0.0 0.5 1.0 1.5 2.0 2.5 3.0 3.5 2009 -80% 201220112010200820072006 Solar panel price development Euro/Watt
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    4 Business Confidential Copyright Renewable Energy Corporation ASA. All Rights Reserved  xxxxx xxxx RBS Our 4 Basics to develop a lean business / production system.  Process Thinking - Predefine standards to achieve expected results – Process or happening? – No standard, no improvement – Predefine standards, connections and flow for the 4M’s to get a predictive process meeting targets.  Control leading indicators, not lagging – Understand – Stabilize - Improve – Variation is our enemy!  Lean is organizational development – involve! – Value is created on the ‘shop floor’ – Leaders - Become a trainer and ‘Live the System’ – Experts – all levels must use the system – discipline  Always trust the system – Everybody! – Never compromise HSE and Customer Quality – Eliminate jobs and words that shows no system and no understanding: Example: Coordination/Coordinator PROCESSESINPUTS OUTPUTS Man Method Machine Material RBS
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    5 © 2012REC All rights reserved. Confidential REC Peak Energy modules installed on a commercial rooftop in northern Spain Agenda  Solar Industry and REC  REC Singapore  Using lean to Create Competitiveness  Lean implementation in REC Singapore  Success criteria and summing up
  • 6.
    6 Business Confidential Copyright Renewable Energy Corporation ASA. All Rights Reserved  xxxxx xxxx RBS Solar Industry - Significant overcapacity leads to price reduction and industry restructuring 60.4 54.154.9 5.3 59.9 Global Capacity significant above demand in 2012 (GW) Capacity Silicon CellWafer 30.6 Module Thinfilm Demand 27 18 8 6 0 5 10 15 20 25 30 35 40 45 50 +23% +64% 2014 50 31 2013 36 26 2012 35 26 2011201020092008 CAGR Market Growth Annual installations - Wp Conservative Optimistic CAGR Source: Bloomberg New Energy Finance, Industry analysts 1 2 3 4
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    7 Business Confidential Copyright Renewable Energy Corporation ASA. All Rights Reserved  xxxxx xxxx RBSA great opportunity Supplying the world with enough and sustainable energy is the future’s largest enterprise! Solar energy is one of the obvious solutions to the world’s electricity demands.
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    8 © 2012REC All rights reserved. Confidential A 24 MW installation in Italy completed by REC Systems Agenda  Solar Industry and REC  REC Singapore  Using lean to Create Competitiveness  Lean implementation in REC Singapore  Success criteria and summing up
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    9 Business Confidential Copyright Renewable Energy Corporation ASA. All Rights Reserved  xxxxx xxxx RBS
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    10 Business Confidential Copyright Renewable Energy Corporation ASA. All Rights Reserved  xxxxx xxxx RBS REC Singapore TUAS Site using RBS/lean for improvements - increasing capacity through debottlenecking Process Layout Factory 1 Ingot casting and wafering Factory 2 Chemical and Mechanical Line 1 Line 2 Line 3 Line 4 Line 5 Line 6 Line 7 Line 8: Gold 2 factories 8 lines in 2 floors Wafer Cell 4 lines in 2 floors Line 1 Line 2 Line 3 Line 4 T1 T2 T1 T2 T1 T2 T1 T2 EU APAC US Assembly Modules CAPACITY Capacity: Design 740 MW Current 700 MW Capacity : Design 550 MW Current 700 MW Capasity: Design 590 MW Current 840 MW Sales 170 mill pieces170 mill pieces 3.3 mill pieces Main Markets
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    11 Business Confidential Copyright Renewable Energy Corporation ASA. All Rights Reserved  xxxxx xxxx RBS ‘First Things First’ Safety and Customer Quality performance per Oct 2012 CustomercomplaintsPPM, SingaporeModule 21 56 99 81 13 202 210 56 48 53 .0 50.0 100.0 150.0 200.0 250.0 J F M A M J J A S O N D Month Acc 12M Target PPM LTIandTRI-rates acc12mnthrolling 0.0 1.3 0 2 4 6 8 N D J F M A M J J A S O LTI rate TRI rate REC Singapore, Visuals at the gate
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    12 Business Confidential Copyright Renewable Energy Corporation ASA. All Rights Reserved  xxxxx xxxx RBS 2 4 31 Other Material cost improvementsManning reduction Improved changeover time wafer furnacesModule Power 2012 Q3 2010 Q1 2012 Sept 2011 Sept 2012 Q4 2010 Design 2012 Q4 2010 Q4 1.629 1.380 No of employees 225 W 250 W Average watt per module Changeover time -min 278 min 28 min Other Material Cost - indexed 100% 39% REC Singapore examples of KPI developments – based on RBS in technology, sourcing and operations
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    13 Business Confidential Copyright Renewable Energy Corporation ASA. All Rights Reserved  xxxxx xxxx RBS REC Solar – practical results of RBS/lean as our way of working. Cost and Quality improvements in Singapore continue (REC Q3 presentation) 57 52 48 42 2 7 Q2’12 81 10 10 9 Q4’11 101 18 15 11 7 Q3’12 65 8 7 2 Q4’12 58 End Q1’13 ~52 Silicon at market price Cash conversion cost* Depreciation SG&A and R&DModule cost €cents/watt * Cash cost of converting polysilicon into modules. Includes freight. target target Module watt class Percent of produced modules 16% 50% 60% 85% 50% Q2’12 Q3’12Q1’12 99% 1% 84% 40% Q4’12 Q1’13 15% Above 250W Below 250W target target
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    14 © 2012REC All rights reserved. Confidential REC Peak Energy modules installed on a commercial rooftop in northern Spain Agenda  Solar Industry and REC  REC Singapore  Using lean to Create Competitiveness  Lean implementation in REC Singapore  Success criteria and summing up
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    15 Business Confidential Copyright Renewable Energy Corporation ASA. All Rights Reserved  xxxxx xxxx RBS What creates World Class results? What is differentiating us from our competitors?
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    16 Business Confidential Copyright Renewable Energy Corporation ASA. All Rights Reserved  xxxxx xxxx RBS Success factors to create world class operations Understand your business case Build a world- class business system Build a world-class organization 1 2 3
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    17 Business Confidential Copyright Renewable Energy Corporation ASA. All Rights Reserved  xxxxx xxxx RBS By: 1. Delivering Fast Cost Reductions to become a cost leader. 2. Quality: Module Performance in the field (25 years performance warranty). Power production higher than design capacity Cell Processing Cost 2012 ( incl Depreciation) Our Business Case - Make REC Singapore the winner in the Solar Industry 1
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    18 Business Confidential Copyright Renewable Energy Corporation ASA. All Rights Reserved  xxxxx xxxx RBSWhat creates world class results? What is differentiating us from our competitors? Man Method Machine Material Input Output Cause Effect Safety Quality Delivery Cost Measurementsystem REC BUSINESS SYSTEM RBS 2
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    19 Business Confidential Copyright Renewable Energy Corporation ASA. All Rights Reserved  xxxxx xxxx RBS REC Business System – RBS 2
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    20 Business Confidential Copyright Renewable Energy Corporation ASA. All Rights Reserved  xxxxx xxxx RBS RBS PRINCIPES - THE LINCHPIN OF THE SYSTEM Standardize all activities Customer-supplier connection Optimize flow Improvements & Problem solving 1 2 3 Basic design of the system 4 Developing the System Standard method & execution Supplier Customer 3 1 2 4 A 3 Business Case Current Condition Target Measure Action plan 1. UNDERSTAND YOUR BUSINESSCASE Problem Team 2. ORGANIZE YOUR PEOPLE 3. DESIGN AND IMPROVE YOUR SYSTEM – USE OUR RULES IN USE (RiU)
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    21 Business Confidential Copyright Renewable Energy Corporation ASA. All Rights Reserved  xxxxx xxxx RBSREC Solar Business System – RBS Understand and realize potential of present technology WASTE REDUCTION DISCIPLINE 5S ACCURATE FACTS, FIGURES & VISUAL MANAGEMENT STABLE & RELIABLE PROCESSES (4M) CONTINUOUS IMPROVEMENT & SYSTEMATIC PROBLEMSOLVING 0 DEFECTSPERFECT FLOW HSE & QUALITY R E C I D CUSTOMER SATISFACTION BEST SAFETY - BEST QUALITY SHORTEST LEAD TIME - LOWEST COST LEVELING RBS PRINCIPLES STABILITY & CONTINUOUS IMPROVEMENTS UNDERSTAND PRESENT TECHNOLOGY TECHNOLOGY DEVELOPMENT & VALIDATION REALIZE THE POTENTIAL OF PRESENT TECHNOLOGY INDUSTRIALIZATION TECHNOLOGY STEP CHANGE Key tools and methods: – ICCM (CPM) – technology transfer program – best manufacturing practices
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    22 Business Confidential Copyright Renewable Energy Corporation ASA. All Rights Reserved  xxxxx xxxx RBS Process flow mapping incl SIPOC Focus diagram Product and process control plan Failure mode and effect analysis Control chart/ SPC/ Simulation Out of control action plan (OCAP) Technology and Operations - process understanding - ICCM: Understand, stabilize and improve our processes Process transformation ptypeBulk ntypeEmitter p+Al BSF Almetal Almetal Almetal Ag/Albusbar Ag/Albusbar Agbusbar SiNxlayer Measurement system analysis 2
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    23 Business Confidential Copyright Renewable Energy Corporation ASA. All Rights Reserved  xxxxx xxxx RBS ICCM (CPM – Critical Process Management) - In practice CPM board at SingWafer Content -Focus diagram - SPC - Baseline Check daily - Equipment Status - Experiments - RCA -Action list Daily Meeting at 08.00 – 08.15. - Cross functional participation Stable process at Scancell -Understand, Stabilize, Improve. ScanCell 2009 – Cell efficiency 1 2 34 5 6 1 2 3 4 5 6 7 7 SingWafer 2012 – CPM board
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    24 Business Confidential Copyright Renewable Energy Corporation ASA. All Rights Reserved  xxxxx xxxx RBSREC Solar Business System - RBS Stability & Continuous Improvements WASTE REDUCTION DISCIPLINE 5S ACCURATE FACTS, FIGURES & VISUAL MANAGEMENT STABLE & RELIABLE PROCESSES (4M) CONTINUOUS IMPROVEMENT & SYSTEMATIC PROBLEMSOLVING 0 DEFECTSPERFECT FLOW CUSTOMER SATISFACTION BEST SAFETY - BEST QUALITY SHORTEST LEAD TIME - LOWEST COST LEVELING HSE & QUALITY R E C I D RBS PRINCIPLES
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    25 Business Confidential Copyright Renewable Energy Corporation ASA. All Rights Reserved  xxxxx xxxx RBS REC Singapore - Visual Management examples Module production - Real time on-line status - Both in the offices and on the shop floor Cell production: - Electronic daily board for use in management morning meetings
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    26 Business Confidential Copyright Renewable Energy Corporation ASA. All Rights Reserved  xxxxx xxxx RBS Layered Audit (Job observation) Stasjon: Rev.nr: 1.0 Dok.nr: Elem.nr: 3 Bilde Nr 1 2 3 4 5 Forfatter: Dato: Elementnavn: Plassèr ny screen på aluramme Stein Iversen 16.12.2008 SCN 2 Print 1 SCN02PRPR1S0200 Ta frem ny screen Dra screen ut ca 15 cm fra skapet. For å kunne få godt og sikkert tak i screen med begge hender. 7 Hva: Hvordan: Hvorfor: Tid Løfte screen ut av skapet. Ta tak i screen med begge hender å dra screen stående helt ut av skapet. For på en sikker måte få screen ut av skapet. Løft screen opp mot lyset. Løft screen opp med undersiden mot deg, slik at screenområdet er vendt mot lyset. Kvalitessikre screen. For å kunne kvalitetssikre screen på en enkel måte. For at kameraene skal oppdage fiducial points, og at pasta ikke skal renne igjennom scn 1 fiducial points. Legg screen i aluramme. Snu screen å legg screenen på alurammen som ligger på høyre side på bordet. PS: Låsesplinten skal være mot deg. Screen plasseres i aluramme i påvente av å bli satt inn i print. Se at alle 6 fiducial points er rene og klare og at scn 1's 4 fiducial points er tapet. Påse deretter at hele screen er hel og ren. 1 2 3 4 Standardized work Action  The standard represents the best known method as we know it today  All work must be standardized in detail in the element sheet with time, what, how and why. FOLLOWUP IMPROVE Action  Does the operator follow the standardized work?  Is the operator at the right competence level according to the competence matrix?  Are there any improvement opportunities? Competence Matrix  All improvements opportunities must be written down on the action list: problem owner, due date, status  The competence matrix must be updated according to findings on the audit  System developed in ScanCell in Norway  Best practice developed by operators with support from HES, Q and Process Engineers.  Done in RPS improvement teams where operators can focus on doing improvements  This improvement model is transferred to Singapore. SFM - Shop floor management. - Key program to build stable and reliable processes and where we operationalize technology understanding into the Work Instructions. 2
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    27 Business Confidential Copyright Renewable Energy Corporation ASA. All Rights Reserved  xxxxx xxxx RBS REC Cells TPM MILESTONES – AM STEP 1 02 03 04 05 TPM Outreach Promotional Awareness Apr 2011 PKE Training For BU’s Facilitators May 2011 Pilot Line Selection Jun 2011 TPM Master Plan Jun 2011 07 08 01 TPM Facilitator Hired Mar 2011 091112 TPM Intro Training For All May 2011 TPM Logo Design Contest Apr 2011 06 Established Short & Long Term Plan Mar 2011 10 Team Formation Jun 2011 Initial Tagging & Cleaning Jun & Jul 2011 AM Step 1 Audit End Sep2011 AM & PM Tags Management Jul-Sep2011 AM STEP 2 2
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    28 Business Confidential Copyright Renewable Energy Corporation ASA. All Rights Reserved  xxxxx xxxx RBS TPM – AM: Results achieved by Modules in pilot phase Module Production line - Breakdown reduction
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    29 Business Confidential Copyright Renewable Energy Corporation ASA. All Rights Reserved  xxxxx xxxx RBSREC Business System - Overview Build a Robust System Infrastructure based on PDCA System REC Business SYSTEM Implementation Toolbox & Documentation Audit/Check REC Solar Division SingCell SingModule ScanCell ScanModule ……?….. ……?….. RBS Network 3 days 3 days 3 days 3 days 3 days 3 days Subject Introduction to Lean The role of the leader in daily production PDCA in visual management How and when to escalate problems Module 2 Standardized work as a management tool Module 3 5S TPM and operator maintenance Module 4 Advanced standardized work Job observation Module 5 Managing improvement activities Module 6 Systematic problem solving Subject Standardization and REC’s rules in use What, why and how standardized work Teaching and training in how to set a standard Leadership connected to standardized work Subject What, why and how man-machine and other standardization tools Leadership connected to improving standards Subject How to work systematically with continuous improvement A3 as a tool for systematic improvement Training in leading KAIZEN events Subject What, why and how systematic problem solving Training in Apollo RCA Six sigma Preparation Read through some material Prepare homework task Homework Develop an element of a visual management system Preparation Prepare presentation of your homework Read theory Homework Develop standards in your own work place Develop competence matrix in your own team Preparation Prepare presentation of your homework Read theory Homework Make a man-machine setup Develop or improve your own job-observation routines Preparation Prepare presentation of your homework Read theory Homework Perform a kaizen event at your own workplace Preparation Prepare presentation of your homework + bring a problem from your workplace Read theory Final exam Final exam to graduate Module 1 REC Production System Visual management Subject What, why and how 5S & TPM Training in 5S and step 0-3 in operator maintenance Training in leadership connected to the tools Preparation Prepare presentation of your homework Read theory Homework Perform 5S activities in your own work place 3 days 3 days 3 days 3 days 3 days 3 days Subject Introduction to Lean The role of the leader in daily production PDCA in visual management How and when to escalate problems Module 2 Standardized work as a management tool Module 3 5S TPM and operator maintenance Module 4 Advanced standardized work Job observation Module 5 Managing improvement activities Module 6 Systematic problem solving Subject Standardization and REC’s rules in use What, why and how standardized work Teaching and training in how to set a standard Leadership connected to standardized work Subject What, why and how man-machine and other standardization tools Leadership connected to improving standards Subject How to work systematically with continuous improvement A3 as a tool for systematic improvement Training in leading KAIZEN events Subject What, why and how systematic problem solving Training in Apollo RCA Six sigma Preparation Read through some material Prepare homework task Homework Develop an element of a visual management system Preparation Prepare presentation of your homework Read theory Homework Develop standards in your own work place Develop competence matrix in your own team Preparation Prepare presentation of your homework Read theory Homework Make a man-machine setup Develop or improve your own job-observation routines Preparation Prepare presentation of your homework Read theory Homework Perform a kaizen event at your own workplace Preparation Prepare presentation of your homework + bring a problem from your workplace Read theory Final exam Final exam to graduate Module 1 REC Production System Visual management Subject What, why and how 5S & TPM Training in 5S and step 0-3 in operator maintenance Training in leadership connected to the tools Preparation Prepare presentation of your homework Read theory Homework Perform 5S activities in your own work place Team organization with right competence and clearly defined roles Standardized work, Takt Time and Training Preventive Maintenance, RCM and TPM Visual Management based on Facts, Figures and PDCA Discipline through workplace organization and 5S Critical Process Management through ICCM, Six Sigma and Systematic Problemsolving LEADERSHIP RBS Network Training RBS SFM
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    30 Business Confidential Copyright Renewable Energy Corporation ASA. All Rights Reserved  xxxxx xxxx RBS World Class Operations is based on our People Strategy: WASTE REDUCTION DISCIPLINE 5S STABLE & RELIABLE PROCESSES (4M) CONTINUOUS IMPROVEMENT & SYSTEMATIC PROBLEMSOLVING 0 DEFECTSPERFECT FLOW HSE & QUALITY R E C I D CUSTOMER SATISFACTION BEST SAFETY - BEST QUALITY SHORTEST LEAD TIME - LOWEST COST LEVELING RPS PRINCIPLES STABILITY & CONTINUOUS IMPROVEMENTS ORGANIZATIONAL STRUCTURE ROLES AND RESPONSIBILITIES CRITICAL COMPETENCE TRAINING OPTIMIZED MANNING REC LEADERSHIP Understand our business case Build a world-class production system Build a world-class organization 1 2 3 3 Before we build Quality Modules, we build QUALITY PEOPLE.
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    31 Business Confidential Copyright Renewable Energy Corporation ASA. All Rights Reserved  xxxxx xxxx RBS Systematics and people development is crucial! Leaders driving culture by practizing RBS in their daily work Continous improvement at cell line Training on the shopfloor - Pdope Job observation on operator Summarizing morning meeting with action items Apollo problem solving Layer audits 3
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    32 Business Confidential Copyright Renewable Energy Corporation ASA. All Rights Reserved  xxxxx xxxx RBSPeople Development & Engagement - A career path defined for everybody (Production Specialist = Operator) 3
  • 33.
    33 © 2012REC All rights reserved. Confidential REC Peak Energy modules installed on a commercial rooftop in Italy Agenda  Solar Industry and REC  REC Singapore  Using lean to Create Competitiveness  Lean implementation in REC Singapore  Success criteria and summing up
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    34 Business Confidential Copyright Renewable Energy Corporation ASA. All Rights Reserved  xxxxx xxxx RBSPEOPLE – RPS TRAINING 2009 Management group take lead
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    35 Business Confidential Copyright Renewable Energy Corporation ASA. All Rights Reserved  xxxxx xxxx RBSPEOPLE – INGRAIN RBS CULTURE INTO THE ORGANISATION INGRAIN RBS CULTURE – Team Building in RBS way
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    36 Business Confidential Copyright Renewable Energy Corporation ASA. All Rights Reserved  xxxxx xxxx RBSPEOPLE – INGRAIN RBS CULTURE INTO THE ORGANISATION INGRAIN RBS CULTURE – Speak the same language – RBS language ! RPS Poster in Office Building consistently deliver RPS Principles and massages to all employees RPS Mouse Pad Learning Resources from Intranet Learning Resources from Intranet
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    38 Business Confidential Copyright Renewable Energy Corporation ASA. All Rights Reserved  xxxxx xxxx RBS WC Targets How to - RBS Implementation Strategy Robust Infrastructure Understand current condition including our Competitive position Team organizationwith right competence and clearly defined roles Standardizedwork, Takt Time and Training Preventive Maintenance, RCM and TPM Visual Management based on Facts, Figures and PDCA Discipline through workplace organization and 5S CriticalProcess Management through ICCM, Six Sigma and Systematic Problem Solving LEADERSHIP RBS IMPL. DOCU. CHECK ORG TRAIN RBS in Short REC BUSINESS SYSTEM RBS
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    39 Business Confidential Copyright Renewable Energy Corporation ASA. All Rights Reserved  xxxxx xxxx RBS RBS is not theory - It is our practice Everything starts at the shopfloor Is the customer happy? Are all trained in the critical Jobs and are they performed according to a standard? Are all tools present when needed? What are the critical Processes? Are we using the correct materails? What do you do when You have a problem? Do you know your role and responsibility ? Is maintenance included in operations ? Do the operators have the tools needed? Plant Director in Scanmodule (Sweden) performing daily layered audits. Copied to Singapore.
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    40 Business Confidential Copyright Renewable Energy Corporation ASA. All Rights Reserved  xxxxx xxxx RBS Success Criteria's for LEADERS 1. Define clear expectations and targets! 3. Go and see to understand current condition 4. Training 5. Feedback 6. Challenge to Improve 2. Operators (the experts) participate in all improvement work
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    41 Business Confidential Copyright Renewable Energy Corporation ASA. All Rights Reserved  xxxxx xxxx RBSREC Singapore – feedback from Singapore Industry Best Practice sharing group - MAXA.
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    42 Business Confidential Copyright Renewable Energy Corporation ASA. All Rights Reserved  xxxxx xxxx RBS SEEING IS BELIEVING Changi Airport with 561 REC solar panels installed in Singapore. Annual capacity 300 000 kWh - 74 tons of CO2 saved annually. RIGHT HERE IN SINGAPORE