Operational Excellence at Fibrek | Fibrek Tour:

KCOE and the Fairmont Division of Fibrek have been tactfully working to implement the operational excellence system coached by KCOE.  Their steering committee has successfully utilized the daily morning meeting, balanced scorecard, and problem solving techniques to improve the world-class priorities of safety, quality, productivity, human development, and cost.

For a the complete article about OE at Fibrek and more information on the tour visit: http://www.engagingkcoe.com/blog/client-updates/fibrek-tour-institute-expo/

Fibrek Tour Agenda

0945 Welcome by Fibrek and KCOE

1000 Daily Morning Meeting with Fibrek’s Management Team

1015 Monthly Balanced Scorecard Meeting with Fibrek’s Management Team

1045 Go and See Shift and Departmental Balanced Scorecards and Problem Solving Boards

1100 Monthly Master Plan Check lead by Ryan DeBerry, Mill Manager

1130 Presentation by Ryan DeBerry, Mill Manager and Brian Wilmoth, Continuous Improvement Director

1200 Lunch and Q/A

1245 Safety System Presentation by Dewey Ice, Safety Manager; and Steve Demyon, Warehouse Manager

1315 KCOE Present on Continuous Improvement System

1345 Go and See sample improvements and Fibrek’s world-class operation

1415 Adjourn and Depart.  Optional Q/A session for those who wish to stay.

About Fibrek

Fibrek Tour KCOE

Fibrek has approximately 500 employees and operates three pulp mills in North America: one inSaint-Félicien, Québec, and two in the U.S., in Fairmont, West Virginia and in Menominee, Michigan. Its annual combined production capacity is 758,000 air-dried metric tonnes.

Fibrek’s produces high-quality recycled bleached kraft (RBK) at its world-class de-inking mills. The pulp is valued for its high quality and superior performance, and is used in a wide variety of paper products including coated and uncoated papers tissue products, and specialty and packaging applications. The superior quality of the pulp allows papermakers to add post-consumer furnish to their paper products, while maintaining the same demanding performance characteristics that their customers have come to expect.

Above information taken from Fibrek’s website.  For more information about Fibrek and their products please visit their website at http://www.fibrek.com

Operational Excellence shown at Fibrek Tour:

Fibrek Tour, Balanced Scorecard

KCOE and the Fairmont Division of Fibrek have been tactfully working to implement the operational excellence system coached by KCOE.  Their steering committee has successfully utilized the daily morning meeting, balanced scorecard, and problem solving techniques to improve the world-class priorities of safety, quality, productivity, human development, and cost.

After several months of learning the operational excellence system – the Leadership and Management Team at the Fairmont Division of Fibrek began to cascade and build upon the system of operational excellence.  Now, as of April 2011, if you were to visit Fibrek in Fairmont, WV you would see daily meetings, problem solving, and balanced scorecards cascaded to both the shift and departmental levels.

Metrics are cascaded from the corporate team in Montreal, Canada; to the management level; to the departmental level; and to the shift level.  Problem solving sheets flow from frontline employees, to crew leaders (via the shift level daily meeting), to departmental leaders (via departmental daily meetings), and eventually (if necessary) to the steering committee and management team level – each day.

Fibrek Tour

Fibrek has given KCOE the opportunity to bring members of the Institute for Operational Excellence to the Fairmont Division to “go and see” the progress that the Fairmont Division has made over the course of the last 12 months.  The day will start out with a management team daily meeting, followed by a monthly balanced scorecard meeting.  This will be followed by a monthly master plan check that Institute members will be permitted to observe and ask questions.

Over lunch – Mill Manager, Ryan DeBerry; and Continuous Improvement Director, Brian Wilmoth; will present with help from the management team at the Fairmont Division.

After lunch we will tour the facility observing the shift level balanced scorecard, departmental balanced scorecards, and all problem solving boards.  Institute members will also see the world-class operation at Fibrek.

More information about the Fibrek Tour

For a complete agenda click here.

If you are an Institute member – please click here to register.

The following is a Production Manager opening at Fibrek, Fairmont Division.

Safety System | Roles and Responsibilities Contest

safety first

Currently I am leading a project in the warehouse at Fibrek, in Fairmont, WV. Fibrek, formally known as SFK Pulp, is a pulp producer that essentially recycles used paper (cups, office paper, etc) to produce pulp (which is then used to create paper by other companies).

The warehouse project consists of a safety assessment, report out, and improvement idea generation. After the project is successful, we will then implement the safety system throughout the mill and also replicate it at the other mills in the USA and Canada. The first step after the initial safety improvements are implemented, is to develop an audit and daily restorations. Both of these create a “check” in the PDCA cycle, which is essential for continuous improvement. Another essential part of the continuous improvement happening are roles and responsibilities.

Because I love contests, I am going to do a multiple-choice contest over the course of the next few weeks. The answers are either “group leader,” “team leader,” or “team member.”

If you’re interested in why the different roles are group leader, team leader, and team member – we (KCOE) are having a Deep Learning Forum on organizational strategy early next spring. Once the contest is over, I will select a random person who answered at least one answer correctly for a set of books! Good luck!