the dupont production system: creating a culture for sustainable integrative improvement

1

The DuPont Production System – A Case Study Maydown N. Ireland

Paul Kirkpatrick

2

DPS: DuPont Production System- The Maydown Case Study

2

Introduction

DuPont Today

Embedding the culture for sustainable improvement

Transferring the Skills To Line Leadership

Regenerating The Vision

Effective Organisational Change

3

3

Change is inevitable - except from a vending machine.

~ Robert Gallagher

4

05/01/2023 4

First, my self-intro:

I’m a native Irishman born in Belfast in the swinging sixties,(big birthday in December!!) I studied mechanical engineering and eventually expanded my experience in manufacturing having held various roles with DuPont in Technical , Quality, Projects & Engineering roles . For the past 6 years I have been leading a highly successful implementation of the DuPont Production System at Maydown in N.Ireland.

5


5

Introduction

DuPont Today





6

05/01/2023

BUILDING A HIGHER-GROWTH, HIGHER VALUE DUPONTTaking a look at DuPont Today

7

05/01/2023 7

Our Core Values Are More Than Just GoalsThey reflect the way we work and how we operate every day – with our customers,

with our partners from around the world, and in the communities in which we operate.

DUPONT CORE

VALUES

SAFETY & HEALTH

ENVIRONMENTAL STEWARDSHIP

RESPECT FOR PEOPLE

HIGHEST ETHICAL BEHAVIOR

Committed to Zero

8

805/01/2023

Through science and engineering, we solve some of the world’s greatest challenges.

Our Purpose

© National Geographic Image

9

DuPont Has Evolved Over Two Centuries

9

EXPLOSIVES

CHEMICALSINTEGRATED

SCIENCE

1935 – NYLON®

1936 – LUCITE®

1903 – EXPERIMENTAL

STATION1915 – PLASTICS1917 – MAKING DYES

1880 – FIRST DYNAMITE

1802 – E.I. DUPONT

1961 – TEDLAR®

1962 – LYCRA®

1965 – KEVLAR®

1952 – MYLAR®

1923 – CELLOPHANE®

1924 – RAYON®

1924 – FILMS BUSINESS BEGINS

1928 – CHEMICAL EXPANSION

205020001950190018501800

1949 – ENGINEERING POLYMERS

1986 – CORIAN®

2003 – SOLAE JOINT VENTURE

1966 – TYVEK®

1967 – NOMEX®

1972 – ELECTRONICS EXPANSION

2000 – SORONA® BIO BASED POLYMER

1805 – CORE VALUES1804 – FIRST POWDER MILL

1999 – ACQUIRES PIONEER HI-BRED

2011 – ACQUIRES DANISCO2012 – ACQUIRES 100% OF SOLAE2013 – COMPLETES SALE OF PERFORMANCE COATINGS BUSINESS 2015 – SPIN-OFF OF CHEMOURS

The DuPont Oval Logo, DuPont™ and all products denoted with ® or ™ are registered trademarks or trademarks of E. I. du Pont de Nemours and Company or its affiliates.

11

11

DuPont 2014 Segment Sales

05/01/2023

* Segment sales includes transfers.

$35B*

Nutrition & Health

$3.5B

Performance Materials

$6.5B

Safety &Protection

$3.9B

Industrial Biosciences

$1.3B

Performance Chemicals

Spun off 7/1/15

$6.1B

Electronics &Communications

$2.4B

Agriculture$11.3B

13Where DuPont Has Unique Opportunities & Advantages

13

• Large, attractive markets that reward innovation

• Clear global trends driving strong underlying market growth

• Rich set of specific growth opportunities, both near and long-term

• Leading market positions based on science

• World class innovation platform, global brand, customer relationships and developing market infrastructure

• Unique set of capabilities which enable the development of bio-based industries

Robust Opportunities Strong Competitive Advantages

Agriculture & Nutrition

Bio-Based Industrials

Advanced Materials

14

Portfolio Competitive

Position #2 Globally #1 Globally #1 Globally

Potential Addressable Market (2020)

~$200B+ ~$50B+ ~$75B+Projected

Revenue Growth (2014-2020)

29% + 130% + 35% +Key Growth

Drivers• Higher ag productivity • Food safety & security• Health & wellness

• Advancements in biosciences

• Government regulations

• Lighter transportation to reduce emissions

• Alternative energy• Smaller/faster/more

powerful devices• Increasing need for

protection

Driving the Next Bold Step-Change in Growth

14

Agriculture & Nutrition

Bio-Based Industrials

Advanced Materials

15

15

INNOVATION GLOBAL REACH EXECUTION

Our Operational Priorities

05/01/2023

By making progress in these areas, and being faithful to our core values, we can continue to earn the confidence of our employees, the support of our partners and the trust of our customers – establishing ourselves as the world’s best science company.

© National Geographic Image

16

16

Copyright © 2015 DuPont or its affiliates. All rights reserved. The DuPont Oval Logo, DuPont™, The miracles of science™ and all products denoted with ™ or ® are registered trademarks or trademarks of E. I. du Pont de Nemours and Company or its affiliates.

Images reproduced by E. I. du Pont de Nemours and Company under license from the National Geographic Society.

© National Geographic Image05/01/2023 DuPont Today 2014

17


17

Introduction

DuPont Today





18

170 employees

Only European Kevlar® plant

Significant product &

Technology Base

Global leader in productivity

DuPont Maydown

https://www.youtube.com/watch?v=na16Zvh2i3A



19

DPS Maydown Kick-off 31st March 2009

20

We achieved all time record results since 2009

Zero Safety incidentsRecord quality performanceRecord productivity performance

Performance Productivity improved by 20%

Set-UP Time Improvements Total contribution of $1.5MM pa through

quicker transitions.

Record Volumes Increase capacity release leading to record

production volumes

21

How did we do that?

?

?

?

?

?

?

22

There is no one silver bullet:Achievements realised through a balance of projects

Capability Building

Performance Management

Organizational improvement

Mindset and Behavior

Cause Mapping

24


24

Introduction

DuPont Today





25


Organisational Change needs to be focussed on the WHAT The WHAT should lead the WHO & WHEN

New practices may need new roles do not shy away from adding roles especially at the value add stage

In most cases the overall return should far outweigh the initial investment

PRACTICES

PER

FOR

MA

NC

E

STRAGGLERS

CAN'T GO THE DISTANCE

CONTENDERS

PROMISING

BACK OF THE PACK

1 53X

Y

42

26


26

Introduction

DuPont Today





27

After Deployment…Sustaining DPS

DPS Deployment Team DPS- ALL Site Personnel

Start Initial Deployment Turnover

Upon kick-off, DPS must drive progress… …allowing site personnel to take full ownership at roll-out

DPS deployment team role• Communicate DPS vision • Set workplan and run learning events, kaizen events,

etc.• Align necessary resources• Train site personnel to lead initiatives and institute

process for continuous improvement

Site personnel responsibility• Participate in problem solving• Capture opportunity value• Internalize DPS vision • Become an agent of continuous improvement

DPS deployment team role• Facilitate problem solving• Assist leadership in aligning resources and removing

obstacles

Site personnel responsibility• Maintain continuous improvement (CI) focus• Uncover new opportunities • Prioritize CI initiatives based on business strategy • Facilitate problem solving teams• Execute From-To Action Plan• Communicate. Communicate. Communicate.

DPS Sustainability = Line-led Transformation

28

DPS Team

DPS- ALL Site Personnel

Time

Huge benefits attained from Assigning people in key roles in Short term DPS assignments

ProductionLeader

Maintenance Leader

Technical Leaders

People Leaders

29


29

Introduction

DuPont Today





Regenerating the vision….

2009 Vision

2015 Vision

Future State Vision

30

Performance improvement

© Competitive Capabilities International

Competitive Capabilities International [email protected] 32

TRACC is an integrative improvement system that delivers sustainable business improvement results through best practice and work process improvement. It also creates a culture that

enables your people to drive up operational effectiveness and efficiency, maximising value to your customers.

Visit www.traccsolution.com or email [email protected] to learn more about the TRACC Value Chain Improvement Solution and how it can drive your performance and improvement journey.

http://www.traccsolution.com/

mailto:[email protected]

the dupont production system: creating a culture for sustainable integrative improvement

Business