Theunis Mundell WCM Instructor Saldanha Works - … Management System ... Maintenance Plans (SAP & MI Reports) HIRA ... (Sharepoint view ) Outstanding RCA list (Sharepoint view )

Theunis Mundell

WCM Instructor

ArcelorMittal

Saldanha Works

South-Africa

Avoid another

2008 electricity supply crisis

using WCM

(World Class Manufacturing)

pillars.

Avoid another

2008 electricity supply crisis

by becoming

brilliant at the basics first.

WCM

(World Class Manufacturing)

as a vehicle

to implement

sustainable behaviour

(culture)

change.

Content

1. Why it is important to share?

2. WCM Background & Overview

3. Management Infrastructure (MI) &

Plan–Do–Check–Act (PDCA)

4. Confirm the WCM link(s) to Culture.

Why is it important to share?

1. The WCM principles can be applied anywhere.

2. Guaranteed sustainable results?

“Focus always bring results” > WCM add “over the top”

focus on sustainability.

3. Low skill levels and limited resources?

> WCM becomes even more effective.

4. Discipline and productivity problems?

> WCM Discipline, Prioritisation and Execution.

5. Easy and low cost option relative to other

management initiatives.

Content






WCM Background

2009: International ArcelorMittal WCM Training,

Coaching and Audits.

Dedicated internal WCM Instructors & Coordinators.

2010: Started implementation (10 year vision)

Results:

From highest to lowest cost producer in group in

3years.

60% reduction of total injuries

WCM Introduction

“WCM (World-Class-Manufacturing) is our

management system.”

WCM Definition: To practice WCM is to seek for

the continuous improvement of the overall

effectiveness of the organization by eliminating

the causes of losses in the production systems

through the implementation of activities called

Pillars.

WCM Pillars

Management Infrastructure

10x Pillars build on the discipline of 5S and


Sustainability

Standards

People

Development

Management Infrastructure foundation

Focus Teams

Autonomous

Maintenance (AM)

Professional

Maintenance (PM)

People

Development (PD)

Focused Improvement

(FI) or

Breakthrough Project

Safety

Quality

Environmental

Root Causes

Prioritisation

WCM Cost Deployment

(Loss Analysis)

Equipment

Classification

Lack of Competence

Unknown (Quality loss)

Design weakness

Neglected deterioration

Operating conditions not met

Lack of basic conditions

Lack of Standard

SHER Analysis

Unknown (Other losses)

WCM Process

40x WCM

Safety Project

Teams (Every

Supervisor &

Team)

WCM Pillar 1 : Health and Safety (H&S)

It is more that a priority, it is a core

value.

Our goal is zero harm > daily Zero

harm management routine

(foundation of shared vigilance)

Incorporate all other H&S

initiatives.

Methodology:

Yearly SHER Analysis to ID Topics; H&S

10Step; FPS (Fatality Prevention

Standards); ISO

WCM Pillar 2 : Cost Deployment (CD)

Yearly Routine to Identifying

major losses and allocate

most suitable WCM team to

take action based on root

causes.

Link to daily abnormality

management. (Quality of data?)

Methodology:

A rigorous methodology providing

guidance (A to F matrices). Build the

budget and the annual improvement

plan.

4x CD Teams (per Plant)

WCM Pillar 3 : Autonomous Maintenance

(AM) Restore and maintain basic

conditions > Always the first step to

improves equipment reliability.

Requires operators to focus on

detection and prevention >

develops a sense of ownership,

increase their skills.

Methodology:

5S(Sort&Discard-Shine-Simplify-Standardise-

Sustain); Step1-3 (Repair-Improve-Sustain);

Step4 (General Inspection); Step5

(Autonomous Inspection); Step6 (Control and

Maintenance); Step7 (Self Management)

28x

Autonomous

Maintenance

Teams (All Shift Teams

Incl. Shift

Maintenance)

A Key element to influence Mindset and Behaviour

5S and Housekeeping standards

N°

1

2

3

4

5

6

General Housekeeping STANDARD

Reference Situation (End State)

Zero tolerance to any Littering. This includes but is not limited

to cigarette butts, paper, discarded PPE and bottles. General

waste bins/skips available and not overfilled.

Housekeeping routines

from operator to senior

management &

individual LBIs. Take

immediate action >

findings in SPR/DPR.

Fail for that specific

area standard during a

housekeeping audit &

supervisor

accountability /

ownership to not

accept sub-standards.

Method & Tools

Laydown areas must comply to safe stacking rules & provide

safe access to all items.

Item Description

Littering

Signage

Saldanha Standard

No 3

Visual Management

Handrails / Fire Equipment

Walking Routes

Responsible person

You

Clean and readable signage with no damage (Safety &

information signs / Standards).

Visible & Value adding Visual management on WCM equipment

/ 5S areas (ex. Colour coding on pipes / floors).

Yellow handrails, Red firefighting equipment.

Walking routes must be clean, swept and no obstacles or

unnecessary item that can cause tripping hazards.

Laydown Areas

Signage?Littering?1 2Zero tolerance!(Respect?)

Visual Management?3

Handrails/Fire equipment?4 Laydown areas?6

Red

Yellow

Clean, swept and no unnecessary items &

obstacles?

Visible / Value adding?

Safe stacking & access?

Clean & Readable?

Walking Routes?5

You

Before After

AM Step 1: Initial Clean-up

AM Step 1: Clean to Inspect

Before: one small defect is

visible

After: three other defects

discovered

19

Implemented Standard

WCM Pillar 4 : Professional Maintenance

(PM) Requires maintenance teams to

focus on the reliability of

equipment, through regular,

professional checks and

improvements which eliminate the

root causes of failures.

Methodology:

AM Support; Zero Breakdown Step1-7;

Machine Ledgers; Maintenance Plan &

Records; Lubrication 6Step; Spare Parts

7Step; Cost Management; CBM; Skills

4Step; RCM 6Step.

15x Professional

Maintenance

Teams (All Maintenance

Teams

Incl. Support &

Execution)

WCM Pillar 5 : People Development (PD)

Making sure that employees have

the skills that are needed to

perform their jobs today and allow

them to maximise their potential for

tomorrow.

Methodology:

Lockup (after other pillar); PD 7Step,

PD profiles per position (Standards &

One-point-lessons on 20% most NB

content), Gap-analysis per individual

followed by training.

4x PD Teams (per Plant)

& part of Lockup

after other Pillars

WCM Pillar 6 : Early Equipment

Management (EEM)

Planning and preparing equipment

investments, ensuring an efficient

start-up and steep ramp-up curve,

ensuring safe and reliable

equipment which is easy to run and

to maintain.

Methodology:

Project Management; LCC (Life Cycle

Cost); QFD (Quality Function

Deployment); VMS (Visual Management

Standards); 7x MP (Maintenance

Prevention) Conditions

Adhoc EEM

Teams for major

capital projects.

WCM Pillar 7 : Product Quality (PQ)

Stabilising and improving our

processes so that they consistently

produce quality products for our

customers.

Maintaining perfect equipment in

order to maintain perfect quality.

Control key output variables within

specs & Achieve zero defects.

Methodology:

PQ 10Step (QA Matrix, 6M Analaysis,

Measurements & Standards); ISO.

4x PQ Teams (per Plant)

WCM Pillar 8 : Customer Service (CS):

Becoming the supplier of choice by

delivering a first class service to

our customer.

First Focus > the plant and the

external customer.

Second Focus > different

departments within a plant - the

internal customer.

Methodology:

CS 7Step

Central CS Pillar

Team with adhoc

area project

teams

WCM Pillar 9 : Environment and

Corporate Social Responsibility (E&CSR):

Environment and Social

Responsibility (E&CSR):

sustainability is only possible if we

care for the environment and the

communities around us.

Methodology:

Env 7Step; Env ISO; Invest in our

people; Make Steel more sustainable;

Enrich our Community; Transparent

Governance.

Central Env and

CSR Pillar Teams

with adhoc area

project teams

20 x Focused

Improvement

Teams (per Support Team

member)

WCM Pillar 10 : Focused Improvement

(FI) Focused Improvement (FI) –

applying problem-solving methods

to problems which do not initially fit

in any of the other pillars.

Start to use higher level (more

complicated) analysis techniques.

Methodology:

FI 2Step (Just do it); FI 4Step (RCA &

Small scope); FI 10Step (RCA & Large

scope); Statistical Analysis; Breakthrough

project.

Content






WCM foundation:


WCM use a Management Infrastructure (MI) of formal

strategies, structures, processes, methodologies

and systems (the “hard” side of the organisation) to

impact behavioural change. Experience now

becomes a better teacher than logical argument

which results in sustainable behaviour (culture) change.

Management Infrastructure (MI) Foundation (Management routines / Being “Brilliant at the basics”)

Team

Reviews

More <> Less

Execution of

Standards

People Development

(Incl. all docs. & support)

Abnormality

management WCM Training

& Coaching

MI

Assessments

Individual

Reviews

Vision: A sustained culture of empowerment, shop floor

support, execution(PDCA), efficiency and innovation that

continuously challenges us to realise our full potential.

Main Objective: To provide a Management

Infrastructure to support managers, topic champions and

task owners in the quality execution of priority tasks.

How: Make PDCA (Plan-Do-Check-Act) “real” and lean.

Use Sharepoint “Navigation platform” to bring it all

together. See the “Big Picture”.

WCM foundation:


Start Here

Descriptive &

DecisionsMI - Visual MI - Sharepoint MI - Other systems WCM specific Control Item

DO Control Items

Educate & Train.

Do the work.

Level 1 (Supervisor) Level 2 (AreaMan) Level 3 (SeniorMan) Level 4 (GM)

Documents and Records:ArcelorMittal Saldanha Works

Management Infrastructure (MI)ACT

Initiate Action based on root causes, key

learnings and opportunities.

Management Infrastructure Reviews (of Control Items & Tasks)

PLANPrioritise & Plan Task execution. Complete HIRA &

Align with PD, Strategy, VSOPP, Customers and

Management Plans. Recognise opportunity to

improve.

CHECK

Measure & Check the effects of the work done. Evaluate the results to

find root causes and key learnings. Recognise opportunity.

PDCASupport systems

Can "Emphasise" with media library tool.

PDPeople Development

(MI Site & Lists)

Communication;Instructions;

Strategy; VSOPPTraining Plan / DO;HR Management

No

YesCan use interm Excel idea sheets (Kaizen lists) to evaluate before adding to MI Task system.

Yes & No

Yes

Yes

Yes

Yes

Yes

Yes

Yes

Yes

Yes

Yes

Yes

Yes

Safety Star?

Records, Management Triggers, Adhoc

Positive LBI

(Against Policies, Customer agreements, Contracts, FPS, SOPs, Instructions, QCP?)

Yes

Yes

Yes

SAP

Cost?HRC Quality?

Urgent Response required?

SAP Reports (Automated E-mail)SAP Tasks

MI Minutes"Small" scope/time Tasks

SPR Action SheetUrgent Actions for Shift Teams

DPR Action SheetsUrgent Actions for Operational

Teams

Era Risks > 600

Open Era Risks (Need Sign-off by

Risk officer and GM)

New

RISK?RISK

Risk Analysis (ERA)System

MI TASKSTask which will take time & need

tracking(MI List)

Immediate Remedy(DO)?(Quick HIRA & DO)

Individual Allocated KPIs as per KPI

system.SPR & DPR Loss

Graphs & Specific Team Control items

as per MI Files. (Includes

outstanding Minute actions and priority

1 MI Tasks)

SOPsStandard Operating

procedures

(DMS System / PD Lists)

LOSS?(PQCDSEM)

LOSSList of Losses & serious

potential losses with Root Cause Analysis

(RCA)(4step Abnormality inv;

RCAT, 5Why, CEDAC)(MI List)

INJURYInjury Information

system (MI List)

Injury statistics and trends

(Sharepoint List)

Injury?

LBILeadership Behaviour

Interaction System

Daily LBI Report(& ZERO HARM

Focus)

Near Hit,Unsafe Act or

Situation?

Capital?

Change Manage-

ment?

CHANGEChange Management

(MI List)

SPR(Shi ft Performance Review

DPR(Daily Performance Review)

WPR (Weekly Performance

review)

WPR (Weekly Performance

Review)

Daily ProductionPlanning

Daily ProductionPlanning

Maintenance Supervisor Review (Daily)

Maintenance Manager Review (Daily)

Senior Manager reviews (per Focus Area)

WCM Pillar Reviews WCM & Project reviews BI review

Helpdesk Tasks

GM reviews(Per Focus Area)

TRAINING PLAN(MI List)

Include links to Training Material

KPIKey Performance Indicator

System(Oracle)

DMSDocument

Management System (SAL Intranet)

COMM.Communication Register

(MI List from E-mail)

LPALayered Leadership

Plant Audits (MI List)

JOBCARDS(SAP)

FINDOther Surveys. Audits,

Benchmarking,

Coaching, Team Focus.

WCM RED TAGS(Taglist, Tagboard & SAP)

WCM BLUE TAGS(Taglist & Tagboard)

WCMSTANDARDS &

OPLs(Visual & PD MI Lists)

MPMaintenance Plans(SAP & MI Reports)

HIRAHazard identification and

risk assessment per Task(MI List)

NCRNon Conformance

investigation & Reporting(MI List)

Non-con-formance?

STRATEGY

PTWPermit to Work system

SAP M8(Change to equipment)

TRAININGTraining Management

System

(SAL Intranet)

Contractor MIInclude Communication List & Champion and Custodian MI

(MI Site & List)

If critical for history / control purposes and not part of SAP tasks

WCM Team Reviews

Individual reviews as per SPR DPR Control itemsand/or KPI system responsibility KPIs.

Outstanding Recognition list

(Sharepoint view)

Outstanding RCA list(Sharepoint view)

Outstanding NCR list(Sharepoint view)

Other TasksOther tasks not linked

to the above items.

Usually linked to projects

x x x

Capital system reports

Outstanding Change management

requests. Task system & SAP M8

CAPITALSMART Capital management

system

x

TopicChampion Reviews

RecognitionRecognition List. Identify

key learnings to make sustainable

(MI List)

Plan Tasks & apply key learnings from ACT phase

CUSTOMERCustomer Agreements

(MI List)

5S & WCMAnomaly?

Tagboards & Taglist & SAP (red tags)

Individual ideas

(Take to MI Task List)

WCM Team Routines

(Safety & AM, PM, PD,

FI)

xx

KNOWLEDGEAdhoc Knowledge sharing Register

(MI List)

Evaluate Results (MI)What: Using KPI system & Control Items; How: MI Reviews

AreaManagement

Trigger?

SeriousNear Hit?

AcceptionalAchievement?

SHER?

Improvementor Status Quo

Project?

x

PrioritiseDo ICE rating

(MI List)

IDP2Execution of Idividual

Development Plans

(SAP)

IDP1Idividual Development

Plans

(SAP)

Changes to equipment, procedures, policies, controls or resources

WCM CD (A-D Matrix)(WCM Cost deployment Loss analysis - Use RCA data)

WCM CD(E-F Matrix)

(Cost deployment - Use RCA data)

BUDGET / Forecast

Contacts(Outlook / Whitepages)

NETWORKNetworking Register

(MI List)

The main objective is to have disciplined "My Task" management per individual and thus to minimise the requirement for task feedback in team reviews.

Tasks can be transfered between teams within MI Task system and/or between systems listed above when it can add value.

System link fields are included in MI Tasks when an audit trail is required.

QCPQuality Control Plan

(MI List)

QCPdeviation?

INSTRUCTInstruction lists per area

(MI Lists from E-mail)

SHUTDOWNShutdown Planning

VSOPPLinks to all apllicable high

level Values, Standards, Objectives/Targets, Policies, Procedures

(MI List)

MI SharePoint Platform - Menu:

MI

Reviews

for all

Teams

Individual

Management

(Autonomy)

(My Lists)

is the starting

point People

Development

support

Senior

Management

Support

Easy navigation to

all PDCA elements

Content






WCM Culture Link no 1:

A Culture of:

“World-Class Results.”

How:

Cost-Deployment: “Zero-Loss” Targets

Management Infrastructure:

[“Expose” results (good and bad) at all levels]

Transparent management controls

Visual management

WCM Coaching & Audits:

Independent audits: Bronze > Silver > Gold > World-Class

Internal audits: Dedicated internal WCM team

“Experience becomes a better teacher than logical argument.”


A Culture of:

“This is the way we do things.”

How:

“WCM is our Management System” (Everything & Everybody)

No more “New flavour of the month / year”.

“New initiative” is just another step in the journey towards world-

class > it can always fit into one of the pillars.

Pillar methodologies:

Disciplined with supporting structures, templates and tools.


Standardisation focus > Sustainable over time and people


A Culture of:

“Discipline.”

How:

Pillar methodologies:

S&H Pillar > Focus on shared vigilance.

5S (Sort&Discard – Shine – Simplify – Standardise – Sustain)

AM Pillar > Restore and maintain basic conditions first.

Repair “small anomalies” before “major defects”.

Standards


Control Items visible to all & My Task management.


A Culture of:

“Prioritisation.”

How:

Cost Deployment:

Yearly Loss analysis > WCM is a proven, effective way to focus

limited resources on the most critical equipment or area which

delivers faster results.

Abnormality management

Daily management “Triggers” per area initiate proper root-cause

analysis which link to WCM pillar methodologies.


My Task management & Management support


A Culture of:

“Prioritisation.”

It is not about how many tasks are

“waiting”, it is about how many priority

tasks are executed efficiently.

Make it easy for Individuals to showcase

their worth.


A Culture of:

“People Development.”

How:

Pillar Methodologies:

WCM projects always end with PD

Visual Management

People Development profiles:

Standards & One-Point-Lessons (OPL)

Gap-analysis & training


My Task management > Clear roles & responsibilities.


A Culture of:

“Support.”

How:

Pillar Methodologies:

Pillar structure Facilitate Teamwork and Management support.

Everybody is part of pillar(s) (visible in “photo structures”).


Designed around Shop floor Support

Structured & Standardised Management Review meetings

Senior Management “Sponsorship” made easy


A Culture of:

“PDCA (Quality Execution).”

How:


Make PDCA real and LEAN > “Navigation (Big Picture)” platform

which bring it all together.


A Culture of:

“Being Brilliant at the Basics 1st.”

How:

Pillar methodologies

H&S (Zero-Harm is a core value)

AM & PM (Basic Conditions & Brilliant Operation and Maintenance)

Other Pillars (Brilliant Quality, Customer service etc.)

PD (Brilliant standards, procedures & application of knowledge)

FI (Becomes the “2nd” option and not the “1st”)


Brilliant execution through PDCA (individual 1st).

Brilliant Management support (1st) and then control.

“WCM Culture”:

1. World-Class Results.

2. This is the way we do things.

3. Discipline.

4. Prioritisation.

5. People Development.

6. Support.

7. PDCA (Quality Execution).

8. Being Brilliant at the Basics 1st.

Key Take away points

1. Become brilliant at the basics 1st and be

amazed at the results.

2. Sustain this and improve further by making

PDCA (Plan-Do-Check-Act) “real” and lean.

3. The ultimate goal is “brilliant” individual

PDCA > It is not about how many tasks are

“waiting”, it is about how many priority

tasks are executed efficiently per

individual.