continuous improvement branding · •presently building a strong ... •successful in partnering...
TRANSCRIPT
Dale Earnhardt
Quotables
“Second Place is First Loser”
“Sometimes you win, sometimes
you lose, sometimes you wreck”
While Dale Earnhardt could be called a
highly reliable NASCAR star our discussion
today is not about Dale Earnhardt!
Agenda
• Kudos and Credits
• Domtar
• Me
• The Domtar Reliability Challenge
• Playbook of Processes for Domtar
• 3-Liability
Kudos to Larry Bryant (Domtar Director, Reliability)
- Larry has been the Director of our Reliability program for past 6 years, travels 40+ weeks per
year, and helps Domtar manage $475 million + maintenance spend per year
- Larry has sponsored our relationship with UT RMC since 2011
- Collaborates with 13 manufacturing ops on 7 key reliability areas:
Precision Maintenance Planning and Scheduling
Lubrication Standards Pressure Vessels and Tanks
EC & CM Route Management E&I Standards
Materials Management
- Consider it an honor to have such a dedicated leader as part of my team
- Vision, Determination, Resilient, Character, Never says CAN’T
Credit & Recognition
Thanks to Domtar, who has given me the opportunity to learn and
lead every day of my 30+ year career, and surrounds me with
excellent leaders like Larry who make my job very rewarding.
OPERATIONS13 Pulp and Paper Manufacturing Facilities in the US
and Canada ($18B steel ARV in the ground):
- Primary equipment age from 20 to 60 years
- All facilities run 24X7X355 (avg. 10-day major)
- Convert over 40,000 tons of wood per day
- Sell 2 million tons of pulp and 3 million tons of
finished paper products per year
- Commodity Communication Paper markets have
declined 3-5% per year on average since 2000
EQUIPMENT• 6,500 tanks and vessels
• 30,000 instrument loops
• 1,000 electric transformers
• 20,000 electric motors (up to 2000hp)
• 44 boilers (chemical, bark, oil, gas, coal)
• 25 Turbine Generators (60+% energy efficient)
Who is Domtar - - - in Reliability Terms
PEOPLE10,000 employees, 1,600+ are Maintenance and
Reliability focused:
- Both Organized Labor and ‘Pay for Skill’
- English and French speaking
- Centralized and Decentralized shop structure
- 3 distinct different CMMS systems
What we do and how we do it
Domtar and UT Reliability & Maintainability Center
Strong Partnership between Industry
and Education!
Member Company since 2011
• Have utilized RMC in auditing Domtar’s Extended Outage Management Process
• Have used RMC for industry Reliability Benchmarking• Presently building a strong relationship with UT in recruiting
reliability interns• Successful in partnering for certification of our Reliability Leaders
with UT’s RMIC Certification upon completion of Domtar’s 10 Week Reliability Leadership Training program
Kingsport Mill
ME:
- Gear Head (grew up in a used auto parts
business) BSME, Clemson University, 1980
- 40 Year Career
- 10 as consultant to P&P,
- 30 in P&P Manufacturing
- 13 Years as General Manager
- 3 Years Port Wentworth Georgia
- 10 years Kingsport Tennessee
(PIMA Mill Manager of the Year in 2010)
- Became Corporate Overhead in 2014
• SAFETY • ENVIRONMENTAL
• CONTINUOUS IMPROVEMENT • RELIABILITY
• CENTRAL ENGINEERING OPTIMIZATION
Career has allowed me to progress thru design, construction,
maintenance, and management of paper operations
You don’t have to grow up in this business to love it!
40 YEARS HAS TAUGHT ME
• What don’t kill you makes you stronger (IF YOU DO RCA)
• Measure what you treasure
• People generally want to do the right thing
• Surround yourself with people who know more about their
business than you do
• Most mills don’t just do one thing well – if they are good at
safety, reliability, environmental they are usually a solid
performer
Three things a Reliability Manager will NEVER say:
- I was wrong
- I need help
- Pass me the Worcestershire sauce
If we don’t laugh we will cry!!
The Domtar Dilemma
Each Mill / Company brought
it’s own culture, challenges.
THE
WHY
• CULTURE – Our legacy operations (EB Eddy, Willamette, Weyerhaeuser, GP,
Domtar) merged financially but not culturally
• AUTONOMY - Our Mill Leader-centric, Autonomous approach was problematic
• INDUSTRY CHALLENGES - Systematic repurposing of facilities was nearing end
of usefulness as a way out
• IMPROVEMENT - The only way to fix or get better was with capital
• FALSE FINANCIAL VALIDATION – We made more money than most so we
assumed we were better
• RELIABILITY – No structure, no best practices, no collaboration, no vision
Concluded that we lacked a culture for Continuous Improvement
HISTORY
The Domtar Delimma
We weren’t on a burning platform but we
smelled smoke!!
THE
WHY
Climbing the Curve
Using Continuous Improvement Tools
ASPIRATION
HIGHLY
RELIABLE
ONE TEAM, ONE PLAYBOOK = ONE Domtar
Key Attributes of Approach
These are key culture drivers in
every successful venture
THE
HOW
3-Liability is a simple logical joint-word to
remind us that World Class Reliability Practices
involve 3 equally meaningful Priorities
What is
?
COMPANY LEADERSHIPUnderstand the journey’s challenges
• Know true value of reliable operations
• Support (but challenge) the investment required
• Mandate collaboration at all levels
RELIABILITY LEADERSHIP
• Speak a consistent reliability language
• Support common processes across mill and business
• Collaboration with Operations
RELIABILITY ENGINEERS
• Problem solvers
• Continuous Improvers
• Disciplined, persistent
SKILLED CRAFTSMEN / OPERATORS
• Committed to the journey
• Value Preventive Maintenance vs Fire-Fighting
• Continuous Improvement mindset
• Constant learners
People
Reliability performance is discussed / assessed in Daily Management Meetings (DMS) at all levels every day
Management Committee is updated with reliability risk register each quarter
All members of Domtar Senior Leadership have attended 1-day Reliability Leadership class
126 (target = 25%) of Reliability Leaders have completed 10-week Leadership Training (in 7 Waves)
30 leaders have received
UT’s RMIC certification
COLLABORATION
WorkStream Rollout Process identified 7 key focus areas for
measuring mill progress:
Precision Alignment Pressure Vessel / Tank Inspection
Lubrication Standards Hand-held Route Management
E&I Standards Planning and Scheduling
Materials Management
Utilization of Functional Teams to help set direction
TRAINING
• At all levels (leadership, crafts, operations)
• Multi-facet (written, CBT, video, hands-on, class) - RCAM
• Supportive of Predictive Preventive practices
RECORD-KEEPING• CMMS interfaced
• Planning and Scheduling
• Equipment history
• RCA
AUDITING / ASSESSING
• Measure what you treasure
• Create competitive landscape
• Learning opportunity for all
ProcessEach Major Mill outage has an Outage Readiness Assessment and Work Prioritization Session
671 Precision Attempts in 2019, 48% success rate
28,000 Essential Care Routes monitored 1,221,000 points
Tested 9,571 motors totaling 2.6 million HP, finding 734 issues
Completed Lubrication testing on 8,100 assets
Completed criticality analysis and 3rd party assessment of 6500 vessels and tanks
SUPPLIER FABRICATION STANDARDS
• Shop / clean room inspections
• Fabrication standards / tolerances / inspections
• Balance specs
• Bearing standards
RELIABILITY TOOLS
• Rebuild shop clean rooms
• Lubrication labs, clean rooms
• Hand-held Route Management tools
• CMMS
ADVANCED ANALYTICS (not Artificial Intelligence)
• Vibration analysis
• Motion Amplification
• Drone inspection technology
• Infrared Thermography
• Metallurgy testing equipment
Equipment / Assets
Each Mill supplied with Material Xray
testing tool to determine metallurgy of
critical components
Completed shop inspections of
major assets purchased at sites
globally (including India, China,
Finland, Europe)
Inspected local electric motor rebuild
shops for cleanliness and machining
tolerance and balance specs
Internal lubrication cleanliness testing
has led us to observe that as much as
50% of all lubrication does not meet
our quality specs when delivered
ADVANCED ANALYTICS
3-Liability BalanceAttributes critical for producing the
same consistent, repeatable results on
demand and without degradation or
failure.
Organizational capability - How people, process, and equipment are
brought together to achieve our business purpose
HOW WE DO THINGS - Framework -
Drives our culture, is key to our
success. Without Process there is no
order, no meaningful way to achieve
goals and get results.
A DIFFERENTIATOR – Most
companies use same suppliers and
equipment, have mature processes.
What makes success is how we
motivate our human capital to go
above and beyond
THE YARDSTICK – In Reliability
business, when Process and People
succeed equipment performance
shines
Sustaining BALANCED Reliability Culture
• Have the determination of Dale Earnhardt (Second Place is First Loser)
• Learn from mistakes to improve (understanding that sometimes you
crash)!
• Focus on a culture of Continuous Improvement
• Drive Common Processes, Disciplined Execution, Accountability, and
Collaboration
• Invest in the right technology to promote Advanced Analytics
• Continue a focused investment in PEOPLE, PROCESS AND
EQUIPMENT to insure a highly reliable fleet of operations
QUESTIONS ???