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“Efficiency Driving Forward Saint Gobain”-壓鑄展-鑄造展-2015第十六屆廣州國際壓鑄、鑄造及工業爐展覽會-中國最受關注的壓鑄鑄造展會-巨浪展覽-The 16th Guangzhou Die-casting, Foundry & Industry Furnace Exhibition
12/4/2014 壓鑄展-鑄造展- Die-casting expo-foundry expo |
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After welcoming both members and visitors to the evenings lecture Branch President John Small presented Tony Hughes with his 25 year pin in recognition of his being a member of ICME for 37 years. He then introduced Simon Higgins and Ian Pagett who were to present the talk on the Efficiency Driving Forward Saint-Gobain.
The first Saint-Gobain foundry opened in 1856 in Pont-a-Mousson, France. In 1927 they introduced centrifugal casting for pipe production and in 1950 signed a licence for the production of ductile iron. Now they have facilities in 64 countries and have a turnover of �43Bn. Simon and Ian work at the Telford plant which is part of the group’s pipe division. There has been a foundry on this site for centuries but was more recently Allied Iron Founders, then a division of Glynwed Foundries before being acquired by Saint-Gobain. The pipe division has 21 plants in 9 countries with sales of over �1.6Bn. The soil and drain markets in which they operate is a declining market but Saint-Gobain have been able to gain a 19% increase in market share. The market is price driven but also demands quality products and a high level of service. By driving efficiency throughout the group has achieved this increase in market share.
Simon and Ian are based at the Telford plant which produces products by centrifugal casting, chemically bonded sand moulding and by greensand moulding on a disamatic moulding line. The site, which at one time had 15 cupolas providing its metal requirements has now only electric melting. Its markets in 2007 were 55% to the UK with the balance going into Europe. That has changed and now 30% is for the UK and 70% is for Europe. The improvements in market share and profit has come from the many changes that have taken place over the last 7 years by the philosophy of continuous improvements which runs throughout the group.
To create the vision of what is required and what can realistically be expected to be achieved there is an annual review of where the group was, where it is now and where it wants to be in 1 years’ time. An overall strategy is generated at executive level which is then broken down to a site specific strategy before it is then related to the people to gain “buy-in” to the ideas. Improvement starts with a desire to improve both health and safety and the environment. Improve these and other improvements in efficiency follow. The target is to reduce risk by 30%year on year.
Saint-Gobain have found a system that has worked with several methodology’s in their toolbox to drive the changes. The tools involve following the same route, measuring and recording results, defining the scope, creating a plan and reviewing the effects. 5S, kaizen and a 7step approach to professional maintenance are main drivers. It is essential to change operator attitudes not by force but by example and on-site training. To change attitudes start small by choosing an area to begin the change. In any organisation there will be a number of operators who support change and these can be the ones to help spread the word. Once people see the benefits of a tidy, organised, and productive area others will be inclined to follow and by small victories so the battle for the hearts and minds of the whole can be won. In due course it becomes the norm.
With continuous improvement the team in Telford have made some major changes to health and safety, the environment, cost and scrap reduction. Photos were shown of areas of the foundry as it was and how they have been improved. One example was the motor stores. Previously there were 4 areas where spare motors could be found. Some were motors for plant long since gone but still on site and taking up storage space. Now there is one store, properly racked and labelled. It is safer to access and speeds up the process of finding and delivering to point of need. That is in itself a cost saving but add to that the release of space, only stocking and ordering what is needed and the savings mount up. Environmental improvements elsewhere, including having 99% waste recycled, were presented and confirmed with photos as were the financial benefits coming from these improvements.
Through the efforts of the whole team at Telford cost reduction have been achieved year on year since 2007 and is on track for this year for a 4.7% saving. Scrap reduction is every foundries aim and last year the team achieved a ￡48K reduction over the previous year.
It can be a difficult task to change attitudes of people throughout an organisation and it does require a high degree of tenacity but as Simon and Ian have shown it can be achieved and the benefits of improved working conditions does have major bottom line benefits as well.
After a lively Q&A session a vote of thanks was given by Karl Hopkins for a well presented, most interesting and thought provoking talk.
壓鑄展-鑄造展-2015第十六屆廣州國際壓鑄、鑄造及工業爐展覽會-中國最受關注的壓鑄鑄造展會-巨浪展覽-The 16th
Guangzhou Die-casting, Foundry & Industry Furnace Exhibition
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