Presentacion_TS_y_Mejora_Continua (UNGS oct15)
Transcript of Presentacion_TS_y_Mejora_Continua (UNGS oct15)
Company Overview Tenaris 1November 12, 2015
Mejora Contínua
Company Overview Tenaris 2November 12, 2015
Degrees
Industrial Engineering at University of Buenos Aires, Argentina
Bios
- Nobleza Piccardo (B.A.T. subsidiary), Process and Project engineer
- TenarisSiderca / Industrial Engineering, Industrial Engineering Analyst
- Tenaris / Industrial Coordination, Industrial Mgmt Global Expert – Premium Threading
- Tenaris / 00100 Project, Industrial Process Control – Project Manager
- 00100 Project, South America Regional Champion
Current Position
- 00100 Project & Continuous Improvement, Champion Argentina
Andrés Villamor
Company Overview Tenaris 3November 12, 2015
Agenda
• Tenaris Overview
• Tenaris y la Mejora
• MC & Change Management
• Modelo de Analisis de Beneficios
• Casos de Exito
Company Overview Tenaris 4November 12, 2015
Grupo Techint
Flat SteelEngineering
and ConstructionSteel Tubes Oil & Gas
IndustrialServices
Company Overview Tenaris 5November 12, 2015
Servicios para la industria energética mundial y otras aplicaciones industriales
Países
Con plantas
productivas
16 5Centros de I&D
En todo el mundo
6,3Millones de
toneladas de
tubos de acero
Capacidad de
producción anual
3,7 millones de
toneladas de tubos sin
costura
2,6 millones de
toneladas de tubos con
costura
27.816Empleados(2014)
Sistema industrial global
Company Overview Tenaris 6November 12, 2015
Sistema industrial global
10,3Billones de US$
Ventas anuales
netas
(2014)
4Países
En los que cotiza
en la bolsa de
valores
Nueva York
Buenos Aires
Italia
México30Países
Con red de
servicios y
distribución
Ventas por región
América del
Norte
48%América del Sur
21%
Europa
9%
Medio
Oriente y
África
18%
Asia Pacífico
4%
Company Overview Tenaris 7November 12, 2015
Operaciones a nivel mundial
Plantas productivas Centros de servicios
Centros de I&D Oficinas comerciales
Company Overview Tenaris 8November 12, 2015
Gestión industrial integrada
4
12
30
50
98
plantas de laminación de tubos
sin costura
plantas de tubos con costura
líneas de tratamiento térmico
líneas de roscado premium
ISO 9001:2008Un único sistema de control de calidad
ISO 14001 y
OHSAS 18001 Actualmente, el 78% del personal de
Tenaris trabaja en centros de producción
certificados bajo estos estándares.
acerías eléctricas
Company Overview Tenaris 9November 12, 2015
Segmentos de mercado
Líder global en manufactura y suministro de productos y
servicios tubulares utilizados en:
• Perforación, producción y terminación de pozos de petróleo y gas.
• Transporte de petróleo y gas
• Plantas energéticas y de procesamiento
• Aplicaciones industriales y automotrices especializadas
OCTG Conexiones
Premium
Tubos de
Conducción
Offshore
Procesamiento
de Hidrocarburos
Generación de
Energía
Servicios Industriales y Automotrices
Company Overview Tenaris 10November 12, 2015
Evolution of production capacity(Thousand Tons)
480 680 820 820 820 820 820 820 900 900 900 900
350350 350 350 350 350 350
430 430 430 430
730 730 780 780 780 780780 780
1230 1230
950 950 950 950 950950 950
950 950500 500 500
500 550
550 550260 260
260 260
260 260
250 250250 250
350 350
1780 1780
1780 1950
600
1 2 3 4 5 6 7 8 9 10 11 12
Bay City (USA)
SPIJ (IND)
Maverick (USA-CAN-COL)
Silcotube (ROM)
Algoma Tubes (CAN)
NKK Tubes (JAP)
Confab (BRA)
Tavsa (VEN)
Dalmine (ITA)
Tamsa (MEX)
Siat (ARG)
Siderca (ARG)
1954 1986 1993 1996 1998 1999 2000 2004 2006 2009 2013 2016
480
1,030
1,900
2,850 2,980
3,480
3,990 4,170
6,1106,200
6,750
7,520
Company Overview Tenaris 11November 12, 2015
Tenaris Siderca’s Lay Out
La creación de una empresa global en busqueda de la excelencia y el rol de la mejora continua
Tenaris y la Mejora
Company Overview Tenaris 13November 12, 2015
Industrial Excellence
Differentiation
Company Overview Tenaris 14November 12, 2015
Industrial Excellence strategic role
Strategic objectivesFOR
• Tenaris business strategy is leveraged on differentiation
• Customer recognizes the worth of Industrial Excellence, and selects
Tenaris among other competitors
• It’s a common language for process managing and standardization in all
mills
• Tenaris has a global footprint for global customers, so product & services
quality must be equally assured in all regions
00100 and Continuous Improvement TenarisUniversity 15
Industrial Coordination Main Objectives
• To manage the industrial system with a global approach.
• To create standard references and spread best practices.
• To develop centers of excellence of the several industrial processes.
• To develop continuous improvements activities with common methods.
• To identify/develop initiatives to improve the performances.
• To assess the industrial systems and to suggest areas of improvement.
• To carry out internal/external benchmarking and reduce gaps between best/worst facilities.
• To assure the investment plan execution.
• To be the user interface between the industrial system necessities and IT.
12 November 2015A. Villamor
00100 and Continuous Improvement TenarisUniversity 16
One Industrial System 00100 Project
Organizational goals:Industrial
performance goals:
“0 accidents”
“0 defects”
“100% compliance”
• One Tenaris Industrial System
• One “Continuous
Improvement” culture in all
Tenaris people
Global program oriented
to improve Tenaris
industrial system towards
operative excellence
12/11/2015
00100 and Continuous Improvement TenarisUniversity 17
Improvement approach
Step 2. Improve from the set standards
The Standard
Time (years)
Perf
orm
ance
WC+BC
Mainly WC+Experts
# of resources involved
Step 1. Install and adhere to standards
One Tenaris Industrial System
Continuous Improvement
12 November 2015A. Villamor
00100 and Continuous Improvement TenarisUniversity 18
00100 Project evolution
12 November 2015A. Villamor
Approach excellenceFix basics Stabilize operations
67 projectslaunched in the 1st wave
First wave of projects
Design and Implementation of One Industrial System
2008-2010 2011- 2015
00100 Phase II
Continuous Improvement
2007
00100 Phase I
Assessment&
Phase II set-up
8 mills assessed
600 people involved
Assessment Results
120 Initiativesidentified
30 Initiativesselected
Key initiatives
More than 670 implementations
completed, oriented to
standardization(more than 4000 WI, and 22,000
RA, etc.)
Standardization phase2015
More than 1000 CI
groups with benefits for more than 90 Mu$d
Global CI wave
00100 and Continuous Improvement TenarisUniversity 19
From 00100 to CI
12/11/2015
Global coordinated
program focus to speed up
improvement opportunities
at local areas
00100 and Continuous Improvement TenarisUniversity 20
Program Office & Change Mgmt.
Project Office Support
Project Management
Practices & Tools
Meetings Schedule
Consolidated Reports
Resources Administration
KPIsProcedures & Tools
The PO defines and maintains the processes standards related to project management
It is the source of information, guidanceand provides metrics on the practice management and execution; it tracks the status and progress of all 00100 initiatives and reports to Tenaris top management.
Change Management
Change Management will help to minimizing the depth and width of the productivity dip enabling people to accept and work within the new process, by delivering activities like:
Motivation & awareness, Communications, Training & development, Performance management, Staffing, Motivation & recognition, Reinforcement to assure sustainability.
12 November 2015A. Villamor
00100 and Continuous Improvement TenarisUniversity 21
Change Management Pillars
12 November 2015A. Villamor
Organization
• To enable lasting change, you need to ensure that all HR systems, structures, processes and incentives are aligned and consistent with the goals of transformation
Training
• Assure necessary skills & competences or knowledge of the audiences.
Follow up
• Assure the model sustainability.
Communication
• Generate understanding, positive perceptions and commitment towards change.
• Update stakeholders on project development.
Leadership is key to succeed on change
Change Management Pillars
Company Overview Tenaris 22November 12, 2015
• New specialist role was created to facilitate and manage the
CI projects
• CI activity will be increased involving a large number of the
BC population
• Common methods and tools will be applied in all Tenaris
facilities
• Top-to-down definition of the list of subjects to be
addressed, based on Tenaris Industrial priorities
• The results of the CI teams will be formalized and
documented as new standards, and transferred to other
areas and mills when applicable
Concepts of the CI by 00100 model
Company Overview Tenaris 23November 12, 2015
CI in Tenaris:Methodology & Governance
Taking into account the subjects which
have the greater mill impact, a 3-year
plan will be defined containing
strategic industrial guidelines of the
topics to be faced by the CI activity by
country, reviewed every 6 months
Based on the Strategic Improvement
Guidelines, the list of initiatives to be
faced by each mill will be discussed
and integrated on a “long list” of Mill
Improvement Initiatives. Moreover, this
list can include additional topics
according to specific mill criticalities
(HSE, Quality, and SCM).
The detailed list of topics to be faced
by the CI teams will be defined.
Additional information will be collected
in order to support the team analysis
and the objective definitions. During
this stage the specific CI teams to be
launched will be defined (select teams
members, objective and duration).
Inputs:
Business Plan
Customer satisfaction
Management Review
Competitiveness
Top to down, 360
Project, etc.
Global CI
Committee
Strategic
Improvement
Guidelines
AM
Committee
Mill
Improvement
Initiatives
Line
Committee
Line
Improvement
Initiatives
Launch CI
teams &
activities
1
2
3
1 2 3
Company Overview Tenaris 24November 12, 2015
• Problem analysis
• Flowchart
• Information
gathering
• 5 why?
• Brainstorming
• Cause-effect chart
• Relationship chart
• Pareto chart
• Action plans
PROBLEM
SOLVING
Model
implementation:
• SORT
• SET IN ORDER
• SHINE
• STANDARDIZE
• SUSTAIN
Specific for
changeover reduction:
• Changeover video
• SMED form + Gantt
• Men/machine chart
• Multiple activities
chart
• Spaghetti chart
• Histogram
Specific for energy
saving groups:
• Problem scope
definition
• Assessment of the
measuring system
• Baseline & objective
definition
• Loses elimination
• Demand analysis
• Applicability of BAP &
BAT
• Results confirmation
and standardization
CI groups methodology
• Reduced version of PS methodology, where the problem
and the causes are known, and the objective is just to
define and implement the proper action plan
Company Overview Tenaris 25November 12, 2015
• The problem, the improvement, the objective, and the
process from the business and client perspectiveDefine
• The impact of the problem on the process, its
current performance, and all the related
measurementsMeasure
• Find the causes that impact performance,
and the root cause Analyze
• Define the actions that allow us to
achieve the desired performanceImprove
• Standardize and ensure that the
improvement is sustainableControl
DMAIC Methodology for CI projects
Company Overview Tenaris 26November 12, 2015
• Objetivo
• Plan de acción
• Integrantes
• KPI / Beneficio
• Reuniones
00100 Site – Group Information
Company Overview Tenaris 27November 12, 2015
CI 14/15 – Argentina
• Acumulado 62 grupos de mejora con un beneficio anual proyectado de US$ 7.043k.
• Participacion: 582 personas (49% BC), considerando grupos cerrados y en curso. Con una participación acumulada en los últimos 3 años de 1096 personas (584 BC y 512 WC)
• 21 grupos han realizado mejoras que terminaron modificando los valores standard para el nuevo ejercicio.
• 32% de grupos trabajaron con un objetivo principal en temas de HSE• 37% cuyo foco principal fueron temas de costos y eficiencia.
Company Overview Tenaris 28November 12, 2015
CI 14/15 Results
MC & Change Management
El diferencial en la gente
Company Overview Tenaris 30November 12, 2015
Training activities
Company Overview Tenaris 31November 12, 2015
2013 year end party
Company Overview Tenaris 32November 12, 2015
publications
Company Overview Tenaris 33November 12, 2015
publications
Company Overview Tenaris 34November 12, 2015
Special events
Company Overview Tenaris 35November 12, 2015
Recognitions’ events
Company Overview Tenaris 36November 12, 2015
Lunch with Directors
Company Overview Tenaris 37November 12, 2015
Líderes Autónomos
Modelo de Analisis de Beneficios
Company Overview Tenaris 39November 12, 2015
CI 14/15 – Argentina
Company Overview Tenaris 40November 12, 2015
Benefit calculation Framework
Implementation of a standardized methodology for
benefit calculation
Promote calculation decentralization
Facilitate comparison between projects
Improvement
Projects
Benefit
calculationKPIs
improvement
Evaluate actual effectiveness of CI
system
Company Overview Tenaris 41November 12, 2015
Benefit calculation
Main
KP
Is
• Changeover
• Cycle Time
• Productivity on Effective
Time
• Interruptions
• CTT
• Scrap
• Reworks
• Stock
AS PER
METHODOLOGY
Main
KP
Is • Energy Consumption
• Signalizing
• Spare Parts Costs
• Consumables
• 3rd Party Costs
DIRECTLY
Main
KP
Is • Lead Time
• Compliance
• Safety
• Production
NON VALUATED
Benefit calculation:• Labor Cost
• NRG Cost
• Production Cost
• I D Stock Financial Cost(in USD/yr measured at the
same production level)
• Production increase(in tons, identified but not
valuated)
Benefit calculation:
• In USD/yr measured at
the same production
level
Improvements identified
but not valuated
Project type
identified with
main KPI
Some specific KPIs
could exist that are not
included in this list, and
will be evaluated ad-hoc
(e.g. fines)
Casos de Exito
Company Overview Tenaris 43November 12, 2015
Reduce tires reparation costFOCUS : Cost
OBJECTIVE : Reduce 10% trailer’s tires reparation cost and improve trailer availability
MAIN ACTIONS: New tires for rear trailer axe, increase magnet frequency and analize and
improve tracks parking places at exit lines
2% 3%
14%
3% 5%
3% 3%
10%
2% 2%
7% 4%
28%
7% 10%
11% 9%
47%
13% 14% K$ 150
Company Overview Tenaris 44November 12, 2015
Reduce pipe rejection due to pipe sampling
FOCUS : Cost (CTT + Compliance )
OBJECTIVE : Reduce pipe rejection due to sampling by 25% (focused on HU products)
MAIN ACTIONS: Adjust sampling rejection standard; Implement reutilization procedure
(upseting and adjustment); Review and adjust product roudmaps; Analyze and review
customer specifications
K$ 117
Company Overview Tenaris 45November 12, 2015
Improvement of shoe-guide preparation
FOCUS : Safety
OBJECTIVE : Reduce operational risks of the shoe guide preparation operation (RA = 3)
MAIN ACTIONS: Implement a new support to rotate and disassembly HRM shoe-guide
Company Overview Tenaris 46November 12, 2015
FOCUS : Costs and HSE
OBJECTIVE : Reduce woods separator consumption at Premium area
Improve wood recovery at PREM area
Achieved results:Initial situation: Woods after semis discharge at Premium area
K$ 200
Company Overview Tenaris 47November 12, 2015
FOCUS : Costs and HSE
OBJECTIVE : Replace full wood box for accessories by wood covers
Other actions to reduce wood usage
K$ 300
Company Overview Tenaris 48November 12, 2015
Improve management and reduce cost of road equipmentsFOCUS: Other costs
OBJECTIVE : Reduce rent costs of road equipments and optimize coordination of use
between areas.
MAIN ACTIONS:
• Research the use in Siderca´s Plant.
• Centralization of requests throughweb site
• Coordinationbetween GEIN and TRAN to share theuse of equipments.
K$ 900
Company Overview Tenaris 49November 12, 2015
5s plan on workshopFOCUS : Health and Safety
OBJECTIVE : Implement 5s standars in 3 different workshops. Achieve trazability of
workshop pieces.
AFTERBEFORE
Company Overview Tenaris 50November 12, 2015
Most relevant aspects to be considered for a CI program
Highlights
Top-management full commitment and support
Top-to-down approach (vs bottom-up) for topic definition
Focus on CI groups benefit
KPI definition and follow-up
Leadership and project management skills
Change management support
Motivation
Commitment and participation
Communications
Training
Flexibility, innovation, criteria
Company Overview Tenaris 51November 12, 2015