The Road to ProfitabilityCardinal Glass CG Division

Profitability Turnaround 

Boyd HelmMaintenance Manager

Cardinal CGBuford, Georgia

Overview• Company Background

• A little about me...

• The Situation

•  System Challenges

• Our Search

• Results

• Future Goals

• Q & A

“Implementation of the complete eMaint project went without a hitch - I had total control of the time frame for implementation.  I commend the staff at eMaint for providing quality service after the sale."

Company Background

• Founded in 1962 in Minneapolis, Minnesota• Over 5,500 employees in 28 locations• Design and fabricate residential glass products for

windows and doors• Cardinal Glass products reduce energy usage by 20%• Divisional Structure

Cardinal IG (Insulated) Cardinal LG (Laminated) Cardinal FG (Float and Tempered) Cardinal CG (Coating and Tempering)

Cardinal Customer Market Share

• Anderson 100%

• Pella 100%

• Jeld-Wen 85%

• Marvin 100%

• Atrium 90%

• Simonton 100%

Cardinal CG (Coated Glass)

• Cardinal CG – Buford, Georgia location Coating division and tempering division

• One location with two divisions and separate: Profit centers Production teams Maintenance teams Systems and assets

A little about me… Boyd Helm• 25+ years experience in maintenance management• YORK HVAC – managed 23 technicians• Experienced CMMS user since 1991 (MP2)• Vibration Institute member since 1997• Automotive Background – 10 years

Maintenance manger for Borg Warner – ISO Q1• Independent consultant – implementing CMMS Systems• Joined Cardinal CG in 2008

Initial Challenges – Tempered Division

• No Maintenance or Inventory Management System• Measurements and a plan were non-existent• Division unprofitable (considered an overhead cost)• Reports were produced and circulated but not read• 15% downtime• Maintenance History = Daily Memory• Safety Issues - 3 serious accidents in 30 days

“There was a director but no music sheet to sing from”

Time to get Started…1st – Establish a Baseline

o Uptime % Formulao Cost of Downtime ($1200/hr) – Accounting is your friend

2nd – Communicate: Culture Changeo Bring measurements to daily stand-up meetingso Established weekly meetings with production

3rd – Implement a System: Start Collecting Historyo Implemented MP2 – already in use in sister divisiono Enter Assets, Parts, Work Orders, Labor → start tracking

Formula for Success

Uptime Formula

Author: Edward H. Hartman, P.E. “Successfully Installing TPM in a non-Japanese Plant” ISBN 1-882258-00-2

System Challenges

Challenges with our former CMMS• Lack of configurability• Lack of support• Changes are costly• Could not produce reports in the desired format• Poor mobile connection

Search for a New System Begins

Key Selection Criteria

• Web-Based• Affordable – low up front cost• Customizable (screens, database, reports)• Friendly interface for higher adoption• Ease of creating reports (in any format my boss likes)• Ability to convert data from current system• Complete solution (inventory, condition monitoring)

Implemented eMaint X3 CMMS• Web-based system • Affordable• Flexible and customizable – field names, screens, forms• On-demand training (different shifts)• Robust report writer (user friendly)• Ease of data exports• Condition monitoring support – vibration analysis• Integrated purchasing/inventory• Easy data conversion (easy process with no data lost)• Secure – can enter work requests without internet

access

Initial Goals

• Improve safety measures• Change mindset from Run-to-Failure mentality• Establish an uptime goal of 96% (was 85%)• Use data to support decisions• Continue to measure and improve• Commit to ongoing training - daily, monthly

The Implementation Process

Through the use of a CMMS, we were able to focus on:

• Implementing daily safety meetings lasting 5 to 15 minutes between shift changes.• Implementing 30-minute meetings between maintenance and production to improve

communication and planning.• Training of his team and weekend and night employees through eMaint University

web-based training.• Embracing Predictive Maintenance by applying vibration analysis and quality tests to

daily walk-through inspections. • Tracking all PM's, work requests, repair orders and inventory for spare parts.• Using reports and analysis to justify expenditures and show the true cost of

maintaining vs. replacing.• Managing labor resources with the scheduling features

See what happened… Results• Met or exceeded all initial goals• Reduced downtime from 15% to .8%• Reduced staff from 12 to 8 technicians (efficiency)• Achieved Key Vendor Certification from Pella• Reports that took 10 hours now take 10 minutes to produce• Increased daily production from 35K to 43K Sq Ft (40% ↑)• Reduced production shifts from 24/7 to 4/10• Reduced planned “cooldowns” from monthly to quarterly• Automated parts reordering• Overtime for tempering maintenance reduced by 60%•  45% operating profit for the year• Improved safety and so far is over 800 days accident free

 Downtime Reduction

October 2008Downtime =15%

October 2011Downtime  = .8%

95% Reduction in Downtime rate

Downtime % - 2008 to 2011

Report My Boss Loves

• wanted specific fields in a specific order - also wanted to be able to sort report by department

The 10 Minute Report

The Daily Report

Mean Time Between Failures

FORMULAMean time between failure is the average length of operating time between failure and the next of an asset.  It is divided by calculating  a specific period of operating hours by the number if failures (occurances).                                                                 For Example:                                                                 Actual Run Time=21,720 mins                                                                 Failures (Occurances) = 17                                                                 21720 mins  =   1277 mins                                                                17    Occ              60  mins   =21.2 hours MTBF

eMaint Work Order  

Keys to Success

• Don’t wait to establish Baseline Measurements• “Balance your checkbook” when responsible for assets• Quantify the cost of downtime - key measurement• Make sure data is set-up to support the desired reports• Leverage efficiencies – snowball effect• Monthly training sessions with techs (to ensure

consistency/data integrity)• Set goals → monitor progress → publish results• COMMUNICATE with production and management

What’s next on the Journey

Upcoming Goals

• Condition Monitoring Integrating vibration data

• Barcoding  inventory• Purchasing – collecting accurate parts costs• Continue to adjust downtime goal

Fall 2011 User Group Summit 

Location:Cardinal Glass Plant

600 Heraues BlvdBuford, GA 30518

When:Wednesday, December 7, 2011- Thursday, December 8, 2011

The two-day session will include: Plant tour of  world-class manufacturing facility Hands On X3 Workshops - Reporting & Dashboards, Tips & Tricks,

Scheduling & Planning Ask the experts sessions, case studies, networking

Click here for event details. 

Questions?

Boyd HelmMaintenance ManagerCardinal CGbhelm@cardinalcorp.com678-288-1915http://www.linkedin.com/pub/boyd-helm/13/780/91b