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7/27/2019 REC Scancell

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RENEWABLE ENERGY CORPORATION

LEAN AT REC

onsdag, 15. juni 2011

Jonas Wallmander

Learning's Lean implementation REC Scancell


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2 2011 REC All rights reserved. Confidential

Jonas Wallmander

Development engineer, project leader ABB Robotics

Process Engineer REC Scanmodule

Process Engineer Leader REC Scanmodule

Production Manager REC Scanmodule

RBS & Performance Manager REC Scancell

Performance, Process & Technology Manager REC Scancell


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Outline

Basic lean

REC Business System (RBS)

Scancell RBS implementation 2008 Q3 2010

Scancell RBS implementation Q4 2010 2011

Results & Conclusions


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Lean basic

Earnings = Price - Cost

It is the customer

that sets the price

As a production unit the only

thing that you can affect is

the cost

And do it thru shortening

lead time, eliminate waste,

improve safety, morale and

get in control of your quality

and performance indicators


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REC Silicon employees working at the plant in Moses Lake WA, USARIGHT HERE AT REC

REC Business System (RBS)

In brief


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DISCIPLINE

5S

ACCURATE FACTS, FIGURES &

VISUAL MANAGEMENT

CONTINUOUS IMPROVEMENT & SYSTEMATIC PROBLEMSOLVING

LEVELING

STABLE & RELIABLE PROCESSES (4M)

WASTE

REDUCTION

CUSTOMER SATISFACTION

BEST SAFETY - BEST QUALITY

SHORTEST LEAD TIME - LOWEST COST

0 DEFECTSPERFECT FLOW

HSE & QUALITY

R E C I D

RPS PRINCIPLES

INDUSTRIALIZATION

TECHNOLOGY

DEVELOPMENT & VALIDATION

REALIZE THE POTENTIAL OF

PRESENT TECHNOLOGY

UNDERSTAND PRESENT TECHNOLOGY

TECH.

STEP CHANGE

OPTIMIZED MANNING

TRAINING

CRITICAL COMPETENCE

ORGANIZATIONAL STRUCTURE ROLES AND

RESPONSIBILITIES

REC

LEADERSHIP

STABILITY

&

CONTINUOUS

IMPROVEMENTS

The House


7/258 2011 REC All rights reserved. Confidential

Principles of the house

Work from the ground and up

Start with common values and

principles and then use the tools

The result appears in the internally

in the ceiling and externally on the

rooftop

DISCIPLINE

5S

ACCURATE FACTS, FIGURES &

VISUAL MANAGEMENT

CONTINUOUS IMPROVEMENT & SYSTEMATIC PROBLEMSOLVING

LEVELING

STABLE & RELIABLE PROCESSES (4M)

WASTE

REDUCTION

CUSTOMER SATISFACTION

BEST SAFETY - BEST QUALITY

SHORTEST LEAD TIME - LOWEST COST

0 DEFECTSPERFECT FLOW

HSE & QUALITY

R E C I DRPS PRINCIPLES

INDUSTRIALIZATION

TECHNOLOGY


REALIZE THE POTENTIAL OF

PRESENT TECHNOLOGY

UNDERSTAND PRESENT TECHNOLOGY

TECH.

STEP CHANGE

OPTIMIZED

MANNING

TRAINING

CRITICAL COMPETENCE

ORGANIZATIONAL STRUCTURE ROLES

AND RESPONSIBILITIES

REC

LEADERSHIP

INDUSTRIALIZATION

TECHNOLOGY




Standardize all activities

Customer-supplier connection

Optimize flow

Improvements & Problem solving

1

2

3

Basic design

of the system

4Developingthe System

Standard

method

& execution

Supplier

Custome

r

3

1

2

4

Our Principles help developing and implementing RPS

They are the linchpin of the system

SPL

Business

Case

Current

Condition

Target

Measure

Action plan

1. UNDERSTAND YOUR BUSINESSCASE

Problem

Team

2. ORGANIZE YOUR PEOPLE

3. DESIGN AND IMPROVE YOUR SYSTEM

USE OUR RULES IN USE (RiU)


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REC Wafer production plant, Herya, NorwayRIGHT HERE AT REC

RBS ImplementationREC Scancell 2008 Q3 2010



2008 - 2010

Extensive Lean program started

External consultants into Scancell

JMAC

BCG



Organization

External organization to implement RBS RBS leader

Operators

Engineers

Consultants

Scancell

organization

RBSorg.



Everything needs to be followed up else it will faill

Improvement

Time

Follow up is the key

to holding a standard

Without Holding

standard



Follow up and train



To sustain the improvement even the manager has to be

followed up


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Examples from REC ScanCell in Narvik


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Six sigma implementation in production

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Target OK Target Avg Range

INPUT

OUTPUT

CONTROL

CONDITIION

PROCESS MAP Units Meas Sys Sampling Freq

Sheet R ohm 4 point 5 1/hr

Reflect ivity % Optical 100%

Surface 100%

PROCUCT PROCESS CONTROL PLAN

1. SIPOC 2. Flow Chart

4. Process Map

ProcessOutputInput

Control

Condition3. Focus Diagram (P-diagram)

Process

M

AR

OCAP

5. Regulation System 6. Control Plan

Units Meas Sys Sampling Freq

Sheet R ohm 4 point 5 1/hr

Reflec tivity % Optical 100%

Surface 100%

Failure Mode Effect Analysis

7. FMEA

O

CI

MP

i1 c1 c2 c312

8. Elimination Tree

SPC


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Visual management and meeting structure

Critical Process Management (CPM)Meeting Stabilization process engineer meets with equipment

engineer and operator to report process and

equipment errors

Purpose is to solve the problem at the source and

create communication in-between operator and

engineers

Production meeting Escalation of problems that not are solved at the

CPM meetings

High management attention

All KPIs reported both leading and lagging ex.

Number of Job observation, sick leave,

environmental pollution,..


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Value Analysis of the impact of different KPIs

Find the KPIs that are driving cost down

Waste, Fixed cost

Yield

Cycle time

Efficiency

Availability

Have a two weeks workshop brainstorming and make pre-studies to understand

what projects to run

Create a project roadmap for the coming year and put focus on getting the high

priority projects implemented. Run all projects according to RBS prinsiples


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How to get people to walk the extra mile

Create the team thatwill make the change

Management team and

some extra functions

Create the Burning

Platform

Business case for the

site

Point out the road

where to go Follow up frequently


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REC panels installed in a power plant in Alicante, Spain.System size of 8 MW, powering 4 896 householdsRIGHT HERE INALICANTE

Results &

Conclusions


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Learning's

Lean takes time and no1 is the right leaders with the right mindset

To get speed in implementation you need a common understanding in the entireorganization

Competence is often the biggest hinder in an Lean implementation

Time for training is often underestimated

By having an external Lean team you get the speed up but there are risk of low

ownership in the organization.

Dont do it as a leader if you are not willing to go the entire way with follow up andbeing the leading example

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