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More Henkel Corporate Reporting 2015
Aiming to continuously improve our entire production network, we have begun to introduce the Henkel Production System (HPS). Through this Group-wide optimization program, we want to systematically identify and eliminate inefficiencies of all kinds along our value chain, such as waiting times, excess production or defects, in order to generate more value for our customers and our shareholders. To this end, we have set standards for all three business units on the harmonization of production workflows. HPS is based on lean principles and on engaging all employees to ensure that they can implement the new standards effectively while saving on resources. During the transition to HPS, our business units will continue to initiate specific programs for their locations.
The Adhesive Technologies business unit continues to rely on a combination of lean production principles, workshops and structured problem-solving techniques. Through Value Stream Mapping workshops, we identify inefficiencies and their causes in order to develop corresponding improvement projects, which often have a positive impact on the sustainability of our processes. In addition to the sustainability workshops introduced in 2014, sustainability scorecards were developed in 2015 to enable better project and investment steering on a quarterly basis.
The Laundry & Home Care business unit is expanding the use of digital technologies in the supply chain. Systematic improvements have been achieved in the areas of safety, environmental protection, and quality through a variety of installed modules. Cameras check the quality of product labels and the accuracy of label positioning as it takes place during the filling process. Sensors monitor work areas near moving machinery parts to make sure that employees will not be put in danger. Consumption data are recorded in real time and continuously evaluated. All of this ensures that our processes run smoothly and efficiently.
In order to continuously improve its workflows, the Beauty Care business unit makes use of the potential offered by digital solutions, among other things. For its Total Productive Management Plus optimization program that has been in place since 2007, a global web-based tool was introduced in 2015 to automate the monthly recording of standardized production and sustainability indicators. This enables real-time performance monitoring and more effective process steering. The expandable modular software system will be rolled out to all sites during 2016.
|Engels and Perm, Russia|
With the sites Engels and Perm, the Laundry & Home Care business equipped two additional granulation towers with the proven heat recovery process. As a result, the annual energy consumption was reduced by 4 percent at each site.
By installing an automatic tank cleaning step in the shampoo mixing process, the cosmetic site was not only able to reduce the cleaning time, but also to decrease the water consumption during the washing process by 40 percent.
By applying the “A3 problem solving methodology” to analyze and to improve water usage, the Adhesives plant could reduce water consumption by 38 percent. Further, the implementation of a timer on the air compressor to reduce the running hours resulted in a 21 percent decrease of the plant’s electricity consumption.
By using the “A3 problem solving methodology,” a detailed product, development and process evaluation, the Adhesive site was able to reduce the amount of off-spec material produced by 39 percent. Furthermore, the implementation of a collection system to recycle materials such as cardboard, shrink-wrap, and paper and plastic bags resulted in a 60 percent reduction of materials going to landfill.
The Operations and Research and Development team of the Adhesives plant collaborated to develop a creative solution to reprocess the condensate generated during the production of super glue. As a result, about 40 percent of the condensate can be reused, which leads to a significant reduction of waste.