dupont sustainable solutions transforms operations at kumas by capitalizing on cost-saving...
TRANSCRIPT
Holds the majority of
national ore reserves
ACHIEVING GROWTH THROUGH OPERATIONAL EFFICIENCIES DuPont Sustainable Solutions
Through a targeted program to transform operations at Kümaş, DuPont Sustainable Solutions uncovered cost-saving opportunities worth $57 million.
THE SITUATIONIn 2012, Yildiz Holding acquired Kümaş Manyezit Sanayi A.Ş—Turkey’s leading
producer and supplier of refractory products for the steel, cement, glass, lime, and
non-ferrous indtustries.
About Kümaş:
• Turkey’s largest producer of DBM, fused magnesite, refractory bricks and mortars
• Holds the majority of national ore reserves
• Revenues of $132 million in 2012
• 1000+ employees and contractors
THE CHALLENGEDay-to-day operations at Kümaş were
dominated by a reactive “fire-fighting”
THE ROADMAP FOR SUCCESSDuring the �rst six-months, DSS uncovered �nancial opportunities with a recurring value of $57 million. But capitalizing on them required changes at Kümaş.
To shift employees’ attitudes toward safety, DuPont:
THE RESULTS
They implemented a continuous improvement culture:
There was no framework in place to manage these issues.
Kümaş chose DuPont Sustainable Solutions (DSS) to evaluate:
• Lack of experienced personnel and a low retention rate
• Absence of energy monitoring and predictive maintenance
• Internal supply issues
• Safety was not seen as a leadership responsibility
• Accidents and incidents threatened the company’s operations
• Plant utilization and performance was below the holding company’s expectations
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Energy efficiency Operations and quality
Maintenance and reliability
SafetyCapital effectiveness
Supply chain
Held trainings in operational effectiveness best practices
Introduced a Continuous
Improvement project governance
system
Involved senior leaders in safety
initiatives
Clearly communicated and tracked
KPIs
Put in place predictive and
preventive maintenance
Led Value Accelerator workshops
Defined and employed
safety rules, standards and
procedures
Used data to analyze problems, root causes, and
benefits
Improved risk perception and
safety skills
Launched energy
monitoring and management
Initiated a new supply chain organization
“ Safety has become a priority. Employees accept the fact that the potential for accidents decreases if the correct measures are taken. The old ‘fate-based’ approach no longer exists.”
Mustafa Çavaç, Manager of Continuous Improvement Projects and Quality Manager
“ Until we visited DuPont plants in Belgium and the Netherlands, ‘Zero Work Accidents’ seemed an unachievable target... I can say that visit changed the way I look at my whole life. I saw with my own eyes that the DuPont methodologies are not just abstract theories, but can be achieved by determined work, that work accidents and other errors are not inherent to the nature of work, that they can be prevented.”
Mustafa Çavaç, Manager of Continuous Improvement Projects and Quality Manager
Continuous improvement projects saved $1.5 million in first nine
months of 2015
A further $6.5 million
in continuous improvement savings
identified
60% reduction in workplace safety
accidents
50% cut in accident frequency rate
Energy savings of
$1.8 million in 2015
• Conducted interviews and focus groups to
understand the mindset driving behaviors
• Built a profile of the workforce’s critical
values and attitudes to safety and
operational excellence
• Held mirror workshops for senior
management on the value of safety and
emphasized their role
• Developed an organizational blueprint
outlining Kümaş’ journey to address
short-term, as well as complex, long-term
business needs