1. 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!
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
Programfor15years.Inthecontextof
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
Thepaceandnumber
ofprojects, 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
thatweregularlyfacedrawbacksthat
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 theWCM
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?
Andmost importantly:Istherequired
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 Beitzke
Director of WCM
Benchmarking Gypsum Activity
Our Safety
Performance
GYPSUM TF PROGRESS
In August there were 5
reportedTF1 (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
2. Page - 2 Page - 3
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 necessary
changes 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.
Thefirst thingwedidwashold
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
SafetyObjectivestodeliveratalllevels
in their organization. In the past, just
PlantshaveSafetyObjectivestofullfill
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
momentumintheNAplantsandthe
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”.
Transformational
Leadership Course
Hasanoglan Leadership Journey By Hakan Kuruöz
Plant 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 Potential
At 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!
AREAIMPROVEMENTBOARDTEMPLATE
By Lorne Balaski
PD Champion NA
By Jim Drake
SHEAR Director
3. Page - 5Page - 4
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
Intoday’scompetitive
marketourcustomers
are demanding high
quality products, better services and
faster delivery times, but still want
competitive prices. Therefore in
ordertobecompetitiveandmaintain
profitability, we must reduce costs
and haveWorld 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) Yieldslossesassociatedwith
start-ups,changeovers
and process instability
3)Speed losses associated with
setting, soft board or poor
wet bond development, and
4)Overagesinrelationtoboardweight,
additives,evaporativeload
andenergy
To facilitate this knowledge transfer
weintendtoprovidefocussedtraining
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)Implementationofnewrecipes
tosupportinnovation
3)Optimisationofrecipesforprocess
andproductoptimisation
4)Understandingoftheinteraction
Man,Machines,Materialsand
Methodstostabilisenormal
processandoptimisestart-ups
andchangeovers
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 Fletcher
GPI, 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
runningthenext product.Thephrase
“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”
4. Page - 6 Page - 7
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
duringplantbreakdowns?”Theanswer
was;It couldbeimprovedupon.
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 Approach
We 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 STAGE
TheTeam 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.IsLockOutTagOutRequired?
• 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 McGuirk
Operations 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
youtocomeoutfrombehindyourself,
intotheconversationand ‘tackleyour
interpersonal’challenges.
FIERCE CONVERSATIONS RECIPE
is about 7 principles;
1. Seek first to understand
2. Recognise your biases
3. Give conversation your
full attention
4. Don’t put it off
5. 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 Checksneedtobecompleted
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.
SUMMARY
Since the implementation of this
project,TotalEfficiencyhasimproved
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 Siriphattanapiny
Global 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 4
57
111
0.5 MINS 20 MINS
5 MINS
5. L AT E ST N E W SPage - 8
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, Thomas.Beitzke@saint-gobain.com 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
October
24th-28th Transformational
Leadership
Fort Dodge, USA
(Independent Country
Course)
November
7th Champions Webex
15th-16th WCM Review
Kingscourt, Ireland
28th-29th Process Course for
Plant Managers
December
6th-7th Process Seminar
Vaujours, France
Jan-Feb
30th-3rd Plant Manager Training
Vaujours, France
March
6th-10th Process Induction
Training Europe
Vaujours, France
13th-17th WCM QPC Horizontal
Practitioner Course
Laem Chabang, Thailand
May
3rd-5th WCM Forum Europe
Spain
16th-17th WCM Forum
North America
Carrollton
May-Jun
30th-1st WCM Forum Asia
Laem Chabang, Thailand
Wanna will support
the 5 surface plants of
Laem Chabang, Bang
paIn,HoChiMinh,Port
KlangandCikande.
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 Champion
South 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 QPC and
PD Pillars.
Global WCM Champion
Saint Gobain Placo, Ibérica
Forthcoming
Events 2016
Wanna Siriphattanapinyo
and Alberto de la Peña
Join the WCM Central Team
Read their full profile on theWCM
Portal Page http://portal.saint-
gobain.com/web/gypsum/wcm
Must Win
Battles
Our ‘Must Win Battles’ can be
found on the WCM Portal Page
http://portal.saint-gobain.com/
web/gypsum/wcm
Forthcoming
Events 2017
