JULY 2011 | Q2 Ascend News Message from the Vice President of ISC Core Values Defined – Engagement During our Year 2 anniversary celebrations, Fred and Tim spoke about the great progress we’ve made over the first two years of Ascend, and about how much more we have to accomplish as we continue to grow our business. There are opportunities to be better all across the organization and in particular, in the areas of safety, reliability, quality, and capacity. Our progress in Year 3 and beyond will be made by doing many things. The most powerful thing we can do as individuals and teams is engage. The power of 3000 employees and resident contractors engaged in generating ideas, develop- ing project plans, and execution will result in accomplishments far beyond what we imagine today. • In keeping with our rapid progression as a company and the obvious tie to our company name, we branded our behavioral trait of engagement, Ascend to Excellence. In the first few months of Ascend to Excellence, the early adopters called it A2E – a name that stuck and in fact is used in the official A2E logo today. Although we’ve been talking about the importance of A2E for nearly two years, I thought this would be a good opportunity to talk a bit more about what A2E is, its importance to the success of Ascend, and how A2E is becoming a part of our organizational DNA. (is / is not street sign graphic here ?) [suggest a small A2E logo on the top of the street sign] What A2E is: 3000 employees and resident contractors engaged in the work, owning the results, and driving continuous improvement in every aspect of our business A couple of things it is NOT: - A program of the month. Engagement and ownership of results is a key behavior trait we embrace and expect of our teammates and ourselves. Engagement and ownership of results is an enduring view that permeates our organizational value system, our personnel evaluation processes, and our promotional and hiring decisions. Engagement and ownership is the foundation of our expected organizational behaviors. - Only a set of Continuous Improvement (CI) tools. As a learning organization, we will continue to teach CI tools such as DMAIC, brainstorming, design of experiments, etc., to increase the effectiveness of our individual engagement in the growth and success of the organization. In effect, learning and using the tools are a means to an end, not the end itself. (two way street graphic here ?) [subtly incorporate A2E logo in all illustrations] Engagement is a two-way street. We think of engagement both in terms of what it takes to become an active way for us to oper- ate, and in terms of the benefits received by the individual as well as the company. • To be successful, each of us has to commit to A2E as the way we engage in our work on an ongoing basis. No doubt, the power of an engaged 3000 will make orders of magnitude more progress than a few superstars. We don’t have to look any further than the recent NBA finals to see the truth in this. The Dallas Mavericks won the title through the cooperative efforts of the entire roster – when it mattered most, each player engaged in their role to the best of their ability, while the Miami Heat attempted to carry the title through the extraordinary efforts of three superstars, and fell short. The power of all of us individually engaged and working together is so much greater than what just a few of us can do on our own. (new superhighway coming soon sign graphic here ?) To be successful, Ascend has to continue to support A2E as the way we engage in our work on an ongoing basis. We started this support shortly after becoming Ascend with the first A2E course in which some key CI tools were taught to help teams get started. Later, the company supported the A2E momentum with APEX2010 by recognizing teams and individuals that demonstrated leadership, engagement, and ownership of A2E. Both of these elements will be an ongoing part of our building A2E into our organizational DNA. • Right now, A2E-2011 courses are being taught across the company providing more tools to support active and future teams. Much of the direction for these courses came from the APEX-2010 delegates during the group brainstorming at the APEX event. APEX-2011 is around the corner with nominations taking place during the next few weeks. Delegates to APEX 2011 will provide input and direction for A2E-2012 courses. • In addition to the reinforcing cycle of learning and recognition, Ascend is supporting A2E in other ways.
Transcript
JULY 2011 | Q2Ascend News
Message from the Vice President of ISC Core Values Defined – Engagement
During our Year 2 anniversary
celebrations, Fred and Tim spoke
about the great progress we’ve
made over the first two years
of Ascend, and about how much
more we have to accomplish
as we continue to grow our
business. There are opportunities
to be better all across the
organization and in particular,
in the areas of safety, reliability,
quality, and capacity. Our progress
in Year 3 and beyond will be made
by doing many things. The most powerful thing we can do as
individuals and teams is engage. The power of 3000 employees
and resident contractors engaged in generating ideas, develop-
ing project plans, and execution will result in accomplishments
far beyond what we imagine today. • In keeping with our rapid
progression as a company and the obvious tie to our company
name, we branded our behavioral trait of engagement, Ascend
to Excellence. In the first few months of Ascend to Excellence,
the early adopters called it A2E – a name that stuck and in fact is
used in the official A2E logo today. Although we’ve been talking
about the importance of A2E for nearly two years, I thought
this would be a good opportunity to talk a bit more about what
A2E is, its importance to the success of Ascend, and how A2E is
becoming a part of our organizational DNA.
(is / is not street sign graphic here ?) [suggest a small A2E logo on
the top of the street sign]
What A2E is:
3000 employees and resident contractors engaged in the work,
owning the results, and driving continuous improvement in
every aspect of our business
A couple of things it is NOT:
- A program of the month. Engagement and ownership of
results is a key behavior trait we embrace and expect of our
teammates and ourselves. Engagement and ownership of
results is an enduring view that permeates our organizational
value system, our personnel evaluation processes, and our
promotional and hiring decisions. Engagement and ownership
is the foundation of our expected organizational behaviors.
- Only a set of Continuous Improvement (CI) tools. As a learning
organization, we will continue to teach CI tools such as DMAIC,
brainstorming, design of experiments, etc., to increase the
effectiveness of our individual engagement in the growth and
success of the organization. In effect, learning and using
the tools are a means to an end, not the end itself.
(two way street graphic here ?) [subtly incorporate A2E logo in all
illustrations]
Engagement is a two-way street. We think of engagement both
in terms of what it takes to become an active way for us to oper-
ate, and in terms of the benefits received by the individual as well
as the company. • To be successful, each of us has to commit to
A2E as the way we engage in our work on an ongoing basis.
No doubt, the power of an engaged 3000 will make orders of
magnitude more progress than a few superstars. We don’t have
to look any further than the recent NBA finals to see the truth in
this. The Dallas Mavericks won the title through the cooperative
efforts of the entire roster – when it mattered most, each player
engaged in their role to the best of their ability, while the Miami
Heat attempted to carry the title through the extraordinary
efforts of three superstars, and fell short. The power of all of us
individually engaged and working together is so much greater
than what just a few of us can do on our own.
(new superhighway coming soon sign graphic here ?)
To be successful, Ascend has to continue to support A2E as
the way we engage in our work on an ongoing basis. We started
this support shortly after becoming Ascend with the first A2E
course in which some key CI tools were taught to help teams
get started. Later, the company supported the A2E momentum
with APEX2010 by recognizing teams and individuals that
demonstrated leadership, engagement, and ownership of A2E.
Both of these elements will be an ongoing part of our building
A2E into our organizational DNA. • Right now, A2E-2011 courses
are being taught across the company providing more tools to
support active and future teams. Much of the direction for these
courses came from the APEX-2010 delegates during the group
brainstorming at the APEX event. APEX-2011 is around the corner
with nominations taking place during the next few weeks.
Delegates to APEX 2011 will provide input and direction for
A2E-2012 courses. • In addition to the reinforcing cycle of learning
and recognition, Ascend is supporting A2E in other ways.
Leadership Team Spotlight: Tim Strehl
I believe in Zero!
Site Focus: What is it about Decatur?
Decatur Takes the Gloves off, Saves $22,000
Celebrating 50 years
Year 2 in Decatur
Storm Impact on Decatur
Ascend Cares
Business Overview
Matilda's article
IT Transition
SDI SSP Capacity Increase
Employee Engagement Key Component of Pensacola Safety Effort
Pensacola FRC Commitee Works to Beat the Heat
Congratulations
Decatur Reduces River Water Pump Costs
APEX2011
Invitation to Ascend News Editorial Advisory Board
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Each site has identified an A2E “core team” to be a resource for
supporting engagement efforts. These core teams and all of the Front
Line Supervisors recently completed or will soon complete training
focused on leading great teams to increase their effectiveness
in supporting us in our A2E efforts. The Quality and Continuous
Improvement (QCI) team has been staffed and are pursuing many
missions in support of our ongoing operations. A key activity for
the QCI team is providing technical support to engagement teams
as and when needed.
(state of the art overpass with labeled support beams graphic here ?)
What does success look like?
Employees who are actively engaged in improving and managing
their work environment will work in a place that they built, a place
that represents their values, and is a source of ever-increasing
satisfaction. We spend more waking hours in our workplace than
anywhere else; once we make the choice to be engaged, it can be
a place we are proud to be, and in which we are energized. Most
importantly, for most of us at Ascend, our workplace is also the most
hazardous place we spend our time – true engagement in making
our workplace better and safer is critical to our well-being. • The
business also reaps the rewards of an actively engaged workforce.
After all, the folks working in a specific area are the best subject mat-
ter experts (SME’s) in their daily work. No one is more qualified to make
improvements in our daily work environment than each one of us.
(image of stop light with green bright and shining)
Looking across Ascend you can see the growth of engagement over
time. Whole work-groups and sites are demonstrating high-levels
of engagement and making a difference every day. Teams are
tackling tougher issues, finishing faster, and in some cases setting
site/company policy through their efforts. Personally, I’m really looking
forward to APEX-2011 to see first hand some of the top efforts
of the past year.
(A2E logo graphic with tri-color upward arrow)
We’ve made great progress in our short time as Ascend, with
the full engagement of 3000 team members we’ll continue to be safe,
do great things, and have fun. • Get engaged and make a difference
where you work… thanks for reading.
ESSH
ESSH
ESSH
?
Table of Contents
Leadership Team Spotlight: Tim Strehl?
Do you believe in ZERO? Do you believe you will be injured in the second half of the year?
Of course not! Then you believe in ZERO! No one expects to be injured at home or work, but
the real question is, “What are you doing to make that a reality for yourself?” • As we begin
the 3rd quarter, there is no better time to answer that question of personal accountability.
With the onset of summer, comes the heat, increased work activity at home, overhauls and
turnarounds at work, the distractions of vacations, kids at home, and longer days. With no
change in behavior, the probability of your risk of injury increases. So what will you do to be
ZERO? • Safety is our most important focus area at Ascend – we want everyone to return to
their families safely at the end of the workday. We continue to improve safety processes so
they are practical and easy to follow, and to provide safety professionals to address the tough
questions and issues in the workplace. We will continue to look for opportunities to make Ascend
a safer place to work. • Enjoy the summer and focus on being safe at work, at home, and at play.
We will provide as safe a work environment as possible and the rest is up to you. Believe in ZERO!
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I Believe in ZERO! by Dale BorthsESSH
ZEROINJURIES
TIM S's
PiICTURE
1
Dale Borths is the Vice President of Environmental, Safety, Security, and Health in the Houston office.
he said. • Perhaps it helps to grow up in the City of Decatur, today the busiest port of the Tennessee River and known as “The River City.” More than 55,000 people call this north Alabama city home, making Decatur the state’s eighth largest city. • Decatur, too, had to earn its present-day success. It endured several encounters during the Civil War. When all but four building were burned during the 1864 “Battle of Decatur,” it was referred to as A Tough Nut to Crack. Later, Decatur’s steady economic growth as a cargo and passenger port was overshadowed by the space race fueled growth of nearby Huntsville. Today, Decatur’s economy is based on manufacturing industries. • Ascend Performance Materials and its committed Decatur employees play an important role in the life and economy of the community.
Site Focus: What is it about Decatur?Employee commitment to company & community
Editor’s Note This is the first in a series of articles profiling our plants. Look for upcoming issues of Ascend News. Yours could be next!
Since mid-2009, business volume at Ascend’s plant in Decatur, Alabama, has been thriving. How come? • Sound management – encouraging employees to overcome barriers and providing the tools to do so – has certainly been a factor. Effective leadership provides the big picture, and the picture’s focus is the character of the employees who work in Decatur. • Decatur’s 235 employees, 110 contractors and the entire Decatur community for that matter is a close-knit bunch. They develop strong bonds of friendship, camaraderie, and have a resolute belief that they will always triumph over adversity. Plant Manager Al Faulkner is proud of the Decatur employee’s commitment to work through the difficult times. Downsizing, business losses, and layoffs marked the last decade. “They are now able to experience the improvement that their years of hard work led to,” Faulkner said. “They just don’t give up,” he added. • “Their commitment to safety improvements in productivity and quality is as solid as a piece of granite,” said Faulkner. “When these folks set out to accomplish something, that something gets accomplished, period.” • Faulkner said employees have strong bonds with friends, with their families and in their ties to the Decatur community. “They’re very active within the community and several are members of our city councils. Many are actively involved with area charitable organizations including United Way, and several are volunteer firemen and volunteer emergency medical technicians,”
Decatur Takes The Gloves Off, Saves $22,000Increasing efficiency by cutting unnecessary expenses go hand-in-hand with always seeking out ways to make things better, which is the essence of Ascend To Excellence. • Such opportunities are all around us, some right in hand. We just have to look. When a team of Ascend employees at the Decatur, Ala., facility looked, they uncovered annual savings of almost $22,000. • Did the team discover a high-tech solution that cut costs? No, they simply looked at their work with fresh eyes and, in a moment of creative insight, realized that by reviewing the types of gloves used for certain jobs and implementing a glove management system, they could improve selection criteria and use, increase hand safety and save a lot of money. • The Decatur glove team comprised Lisa Naccarato, ES&H Department; Maintenance lead Jamie Dozier; Darrell Eddleman, Laboratory; Davis Canady, of off-site contractor Mundy, Inc.; Ray Halbrooks, Area Operations; Joe Forton, Continuous Improvement Lead and Storeroom personnel Loyal Parker and Matt Kenum. • The team began by assessing current glove usage and inventories. In reports on glove use at Decatur and other Ascend sites. This enabled them to focus on the most predominately used gloves. By standardizing the types of gloves used for various applications and soliciting prices from several glove manufacturers, the team found gloves that were just as effective at less cost.
• The Decatur Plant employs 235 and has 110 contractors.• The plant serves internal customers at Greenwood and Pensacola. • Decatur produces H.M.D. (hexamethyldiamine) for external customers.• The plant manufactures three products: A.D.N. (adiponitrile, a key intermediate chemical in the production of Nylon 6,6), H.M.D. and coke, a form of carbon.• The facility is located on a 750-acre site along a peninsula bordered by the Tennessee River.• The property was purchased in 1952.• Chemstrand, headquartered at the site in 1952, would become Monsanto, then Solutia and now Ascend Performance Materials.• The Decatur Plant is one of four production-scale A.D.N. facilities in the world. (Two are in Texas, and one is in France.)
Decatur Plant Facts
2
Betty Qualls began job in 1961Reprinted in part from Decatur Daily, April 27, 2011 Betty Qualls has worked for Ascend and its predecessors for 50 years. “I always felt this was where I belonged,” said Qualls, who started working at the Decatur plant in 1961. “I enjoyed my work. You’ve got to enjoy your work to stay with it for 50 years.” • The goal of logistics – or “traffic,” as it was called when Qualls entered the department 35 years ago – is a steady routine of shipments to and from the plant. The reality of logistics is maneuvering from one crisis to the next, making sure the Decatur plant has the raw materials it needs and that downstream plants have the Decatur intermediates they need. • Qualls’ supervisor,Kim Roberts, is a 13-year employee. “She’s seen many different business situations and many different management styles,” Roberts said. “She’s very good at managing crisis situations when we’re trying to secure our raw materials or get our finished goods shipped out.” • Qualls often gets calls after hours and over the weekend, Roberts said. “She always responds with a positive attitude, regardless of the hour,” Roberts said. • “As a result of her long tenure, she has a lot of great relationships with our carriers, whether truck, rail or barge companies,” said Plant Manager Al Faulkner. “As a result, they are very responsive to us. Betty has worked very hard with them for a lot of years.” • She points out
her window, past a dogwood tree planted in her honor, to a plot of ground between Ascend and a neighboring plant. That, she explains with macabre humor, is supposed to be her burial plot. She scolded a contractor for infringing on the space when he expanded the parking lot. • Qualls has no immediate plans for retirement. “The people here are so much family to me that I don’t want to leave them,” Qualls said. “They all work together. It’s a great place.”
Celebrating 50 Years
Year 2 in Decatur
different pictures?
3
The Ascend Cares Foundation was set up to aid the employees and resident contractors which comprise
the Ascend Family, to care for each other in times of hardship. Our initial solicitation for donations was
in support of the members of the Ascend Family affected by the tornadoes that struck the Decatur area
in late April. Your generous donations have helped a number of Ascend Families in Decatur meet their
immediate needs following devastating losses. • While there are many local, state, and national agencies
that provide disaster relief, the intent of the Ascend Cares Foundation is to provide immediate and
personal relief to the Ascend Family, from fellow workers. • We would like to remind our colleagues in Decatur that we are still accepting
applications for relief. We would also like to remind everyone that we continue to accept donations to Ascend Cares. • If you have
questions regarding the Ascend Cares Foundation, please email [email protected].
Storm Impact on Decatur by Al Faulkner & Monica Jackson
On April 27, 2011, one of the largest tornado outbreaks in American
history occurred across the southeastern United States. An EF5
tornado swept through several counties in Alabama, terrorizing
families and destroying everything in its path. About 50 minutes
and 55 miles later, it was gone, however, the aftermath remains.
• Although the tornado passed within two miles of the plant,
the Ascend Performance Materials Decatur site had minimal
damage. While the plant was left completely without power,
only minor damage to the exterior of the cooling towers and
several roof leaks were reported. Ascend was very fortunate.
More important, good fortune continued as we confirmed there
were no employee injuries or fatalities. However, thoughts quickly
turned to the Ascend employees and contractors impacted by
their own loss of property, or an injured or deceased relative.
Immediately after the storm, the site leadership team was not
only on the ground working through their restart strategy,
but also reaching out to impacted employees. With rain in
the immediate forecast, teams set out to provide tarps to
employees who sustained roof damage during the storm.
• The storm provided the right opportunity to establish the
Ascend Cares Foundation as a way of allowing employees
to help each other. Funds were solicited and through the
generous donations of Ascend employees, resident contractors,
and suppliers, several families impacted by the storm have
received relief funds. The impact of improving a difficult
situation has been tremendous. • Lack of electrical power
was the site’s biggest issue in preparation for restart. This significantly
complicates the restart effort and of course, no restart can begin
without resumption of power. Emergency power was restored
one week after the storm. Restart power returned two weeks after
the storm and was under close oversight from TVA. • At this time,
the plant is completing a project pulled forward to maximize
production for the remainder of 2011. After the project work is
completed in early July, the plant will return to full operational rates.
The Decatur site appreciates the thoughts, prayers, and the outpouring
of support to the site and to our employees through Ascend Cares.
EMPLOYEE IMPACTInjuries or fatalities: 0 employeesLoss of property, injured, or deceased relative: 23 employees (Ascend and Contractor) Significant damage or complete loss of their home:10 employees
PLANT DAMAGE• Minimal damage to exterior of cooling towers• Roof Leaks in several buildings• Very fortunate…significant damage to two plants three miles west of Ascend facility
4
EF5 passed within 2 miles of the plant
ascend caresf o u n d a t i o n
Al Faulkner is the Decatur plant manager. Monica Jackson is ISC Communications manager in the Houston office.
Business Overview PlasticsOur current sales outlook is slightly below our AOP target due to
the power outage at Decatur, AL Additionally, we’ve seen some
market weakness globally in May-June-July; however, at this time
we’re expecting to see sales pick-up strongly in August. The market
weakness has primarily been in the compounder segment and
the distribution segment. This may be related to the auto production
slowdown in NA due to the Japan earthquake supply problems.
Pricing and Contracts Update: We tried something new in 2010 in
the Plastics business…asking the majority of our customers to sign
long-term contracts with us. We’ve seen some spikes in propylene
prices through May this year, but so far I’m happy to say that ALL
of our contracts have held up and I believe our customers are
pleased that they have contracts with us. Our goal for 2012 will be
to increase our coverage of contracts and increase the number of
longer term contracts. • We are aware of only a few fairly minor
additions to global N66 intermediate and resin capacity in Japan,
Taiwan and China. Therefore, we think that global capacity utilization
rates will remain tight as we move into 2012. Please continue to
share any information you hear in the market about expansions or
changes in global capacity.
Major Success by the Market Segment teams in 2011: I thought I’d
take a minute to highlight just few of the major successes that our
market segment teams have accomplished so far this year. The list
is not complete and includes just some brief highlights.
Cable Ties: Launched SPC1/SPF1 – the next generation cable tie
material. Initiated work on Phase II of the next generation cable
tie material. Sales on track to grow >30% vs 2010.
Compounders: Major emphasis on improving and in some cases
establishing relationships with key customers globally. Initiated
work on several 2-3 year contracts and focusing on significant
growth in 2012.
Distribution: We have not been able to supply all of the needs
of our customers due to very strong demand in 1H of ’11 from
contract customers. With our CP-22-23 expansion, we should
have no problem supplying our distributors in 2H of ’11 and ‘12.
Auto: Major successes with Delphi China and Valeo Europe closed
in 1H of ’11. More projects with Delphi, Behr, and Huatong in 2H.
Consumer & Industrial: Began supplying Technoform and
Ensinger in 1H of ’11 for window thermal breaks. Sales on
track to grow >100% in ‘11.
Electrical & Electronics: Signed a new contract with
TE Connectivity.
Polymers & FibersThe Polymers and Fibers business finished 2nd Qtr somewhat short.
Demand remains strong in all Polymer and Fiber segments, but our
ability to supply has been constrained by the production issues in
HMD but we honored all our volume commitments to our contractu-
al customers in spite of the severe constraints. The demand outlook
remains strong and we expect it to continue to outstrip our ability
to supply. • For the Textile segment we began servicing a new cus-
tomer, Aquafil, who makes yarns for clothing applications, located
in Slovenia. We completed a new contract with TWD (one of our
largest customers who also make clothing applications) at increased
volume. • For Industrial we completed negotiating a contract with
Hyosung to service their expanded plant located in Vietnam. The
Phase 2 Industrial Fibers startup has gone well and as a result, we
have begun servicing 2 new customers while increasing our vol-
umes with Kordsa. Thanks to the Greenwood team for their efforts.
• In Specialty Polymers we completed contracts with Textech, (who
make tennis ball felt) and Palmetto (who make specialty military and
industrial clothing applications), and have recently announced plant
expansion plans.
ChemicalsMerchant market demand for Adipic Acid and HMD continues to
be strong, though there is some weakness in the Asian Adipic Acid
market as we typically see during the Summer due to a lull in Poly-
urethane demand. The majority of our Adipic Acid sales are under
long term contracts in North America and Adipic Acid volume for Q2
was on track. Our Force Majeure on HMD due to the Decatur torna-
dos resulted in a large volume shortfall vs. AOP in Q2. Acrylonitrile
demand and margins weakened during Q2 due to poor demand
for the two major AN derivatives (Acrylic Fiber and ABS) and high
raw materials costs. • The regional spike in propylene cost in North
America vs. Asia and Europe also made it harder to compete globally
during April and May. However, Propylene cost in North America
has decreased considerably from May to July which will be posi-
tive for us going forward. While the AN market was weak we took
the opportunity to move up maintenance work that was originally
scheduled for later in the year. For now, improved AN volume, in ad-
dition to continued strong demand for our other chemicals and the
projected end of our Force Majeure on HMD during August, should
result in us meeting or exceeding our plans. Of course it will be criti-
cal that we run our plants with exceptional reliability in order to take
advantage of the opportunities in the marketplace.
continued >
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It’s hard to believe that nearly four months
have passed since we went live on our
own SAP system! Our SAP support team
is committed to making sure that all
production issues reported via the ticketing
system are resolved in a timely manner, all
requests for moderate system changes are
prioritized through a Change Control Board,
and all major system enhancements are
projects that are resourced appropriately to deliver significant im-
provements to our various operations across Ascend. • Our Change
Control Board (CCB) consists of Finance, ISC, and HR leaders that
meet weekly to review and prioritize all pending requests
ensuring we are focused on the requests that drive the most
business value. If you’re interested in knowing who sits on the CCB
or knowing what changes your coworkers are requesting and when
they’re scheduled to go into effect, please visit our SAP SharePoint
site at [insert site link here]. • In the spirit of continuous improve-
ment, key SAP enhancement projects underway will deliver greater
visibility to our spend in the areas of Procurement and Logistics,
better on time delivery and credible promise dates to customers,
along with increased revenue opportunity through programs such
as duty drawback -- all coming in 2011. • In parallel with adding
new functionality in SAP, we’re streamlining/cleansing our system
by removing what is not applicable to Ascend. This will make our
SAP system more efficient and easier to use. But there is life
beyond SAP! Here are some other activities in underway… •
The IT Enterprise Applications team is gathering requirements
from business leaders to ensure our portfolio of systems is the right
tool set for Ascend, and is configured appropriately to improve
the way we operate internally, and with our customers and suppliers.
• We are also revamping our IT Service Desk. Our key goals are to
continually improve incident resolution time, establish service
level agreements with ongoing report-outs of success rates against
those commitments, and implement a centralized call center to
service all of our plants and offices, globally. • Beneath it all lies
the infrastructure on which these systems run. Our infrastructure
and network teams are building a plan to apply modern technology
solutions, which will enable us to reduce our overall hardware
footprint while replacing aging hardware in the most cost effective
and least disruptive manner. • Look for more IT news in upcoming
issues of the Ascend Newsletter.
IT Transition by Allison Roberman
Allison Roberman is the Chief Information Officer in the Houston Office.
Matilda Reeder is the Global Training Leader in the Houston Office.
ISC Scorecard | Q2 Major AchivementsCADN set 2 new MPRs in 4Q10. Decatur HMD set two new MAR records in 4Q (369 and 372 MAR). Increased RADN storage capacity by 5 Mlbs in Novem-ber and utilized the tanks in December to store RADN to prevent cutting rates (converted Acrilan abandoned tanks). Set new production records for MHBA and DPO as well as a new MPR for AN7. We achieved a production record in Adipic Acid 1,008 BAR. Also received approval of our 990 permit Adipic Acid Permit. Set BCF (49.24 MAR) and IF (28.36 MAR) monthly production records in October.
Major OpportunitiesSulfuric Acid spill on 10/30 resulted in 4.0 Mlbs lost ADN production in November. Spill resulted from opera-tor error and failure to understand automatic fill program for sulfuric acid tank. Lost of power at CHB (Nov 30th) due to Center Point error caused site shutdown and significant impact to volumes (18Mlbs AN, 2.8Mlbs HCN) and financial performance $7.5M. Nitric Acid Unit failure caused signifi-cant mechanical failure of the #2 plug. Lost 5 days of production of Nitric Acid, which also impacted Adipic Acid production. Delay of Industrial Fibers
AOP ACT
Percentage of SIOP 100% 98% •Customer Promise
OTD97% 93.4% •
Days Forward Coverage
23 21 • ••off target •at risk •on target
Meeting Customers Needs
Have you attended the A2E 2011 learning course yet? by Matilda Reeder A2E 2011 roll out began in May and will be contin ue through July . This learning course offers a little something for everyone! • Did you
wonder what happened to that A2E survey you completed last summer ? Well, we put the survey to work. First , we used it to identify
and plan the activities for APEX 2010. As important, we used it to develop A2E 2011 learning courses! Your survey responses make
a difference in how we develop your A2E learning opportunities. • One of the most exciting elements of the A2E 2011 course is learning
how to empower yourself on your next A2E project. When you and your team assume the power and authority to identify and solve
problems, your engagement in and contribution to Ascend's success will increase significantly. A2E learning is about building the skills for
success. We look forward to seeing you! • And don't forget, APEX 2011 is coming!! Start thinking about who you would like to nominate.
Employee Engagement Key Component of Pensacola Safety EffortThere are three key employee safety teams in place at the Pensacola site:
Site Safety Steering Committee (SSSC) / Nylon Plant Safety Team / Area I Safety Steering Team
All three of these teams, composed almost entirely of hourly employees are focused
on improving safety at the site. The SSSC which includes members from each area
of the site targets activities that foster employee involvement such as hazard recognition
and resolution, focused safety audits, Voluntary Protection Program certification, and
poster contests. Members are also working on updating area safety orientation training
videos. • The Nylon Plant Safety Team includes maintenance and operations employees
who are committed to improving their area’s safety. Their activities include those that
address area employee concerns such as working safely in the heat, guarding equipment,
and work practices aimed at reducing risks associated with breaks in processes. •
The Area I Safety Steering Team’s mission is to empower each other to create a safer
and more productive working environment. This team has spent time ensuring that
its members are aligned in its mission and goals. One key accomplishment was to
set up a Cool Zone to provide some heat relief to workers involved in shutdown
activities at the Halcon Unit. This Zone included a tent with chairs, tables, fans,
and drinks. Feedback from the maintenance group was very positive. While each
team has different membership and a unique approach, they all have one common
goal – to create an injury free workplace. Working together, there is no doubt
they will accomplish this goal at the Pensacola site.
ESSH
Cool Zone
7
by
SDI SSP Capacity Increase by Raymond Fogle
The Greenwood site recently expanded their Industrial
Fiber (IF) production on their Toray-licensed Solid Stating
Process (SSP). Originally supplied at a 30 tonnes per day
capacity, the process now has been demonstrated at
>50 tonnes per day using innovative technology and
engineering modifications with minimal capital.
To achieve the capacity, a Project Team, with members
from Greenwood and Pensacola, developed an EVOP
plan. Although initial results were favorable, high
temperature (exotherm) upset events began plaguing
operations, limiting production below target. Toray
could not provide technical assistance for these types
of process modifications. • The Project Team developed
parallel paths utilizing experimentation and industry
consultants to develop the fundamental process
understanding necessary to prevent the exotherm
events. With diligence, discoveries were made, allowing
process optimization to prevent the upsets. To date,
no new exotherm events have been experienced and
the plant has achieved >50 tonnes per day capacity.
The use of good planning, outside resources, technology
development, and team work has achieved a 67%
capacity increase with minimal cost. Great job by
the Greenwood site and the SSP team!
N2degC
waterppm
unused
40ºC
25ºC
Crystallizer150ºC
SSP Tower158–166ºC
(rate dependent)
unused
heating loop
PreviouslyDew Point
(degC)
cooling loop
Lamson Blowers
DesiccantDryers
Buffer Hopper
65ºC
steam
Cool
ing
Wat
er J
acke
ted
Pip
e
0.4 wt % H20
Wet Chip Silo
MoistureRegulating
SiloMRS
Temp/MoistureControl
Loop
Dry Chip Hoppers
0 % H20
0.1 wt % H20
0 % H20
110ºCScreener
Raymond Fogle is a Lead Process Engineer in Pensacola.
TBD
Pensacola FRC committee works to beat the heat by Chuck Clarke
It is a challenge to stay cool during the summer no matter where you are or what you are doing. Last fall the Pensacola site adopted a FRC policy for its Intermediates and shared services employees. While the FRC provides excellent protection against arc flash and flash fire hazards, it presents additional challenges to staying cool during hot summer months. • A committee of field employees from across the site took on the challenge of safeguarding Pensacola employees from the heat and came up with several ideas to help employees stay cool:• Smarter work practices such as scheduling more strenuous jobs in the mornings or evenings, and taking frequent breaks during the hottest part of the day• Changing up to eight work shirts to lighter weight, more breathable FRC shirts. The shirt will provide sufficient protection from a flash fire hazard however additional protection must be worn when there are concerns about arc flash hazards• Use of cooling devices such as cool bandanas, cooling vests, and hard hat inserts for particularly hot jobs• Education via Toolbox Safety Talks, Heat Index Alerts, posters and safety meeting discussions about heat stress hazards, the importance of drinking plenty of water, heat stress symptoms and treatment • Providing cooling areas with air conditioning or misting areas and/or tents for shade• Greater availability of drinking water and ice
While none of these ideas are the panacea for eliminating heat stress, used together they can help employees stay cooler and safer during the hot summer months.
Be pro-active to help your body tolerate the heat:
LIMIT HIGH FAT “HEAVY MEAL” INTAKE High fat and “heavy meal” consumption results in an increase in bovdy metabolism which increases internal body temperature.
LIMIT SODIUM (SALT) INTAKE Salt intake creates dehydration which causes the body to work harder to circulate fluids which increases internal body temperature.
INCREASE FLUID INTAKE A well-lubricated machine runs more efficiently.
3:1 RATIO Consume 3 waters to every 1 electrolyte replacement beverage.
LIMIT CAFFEINE INTAKE Caffeine is a stimulant and a diuretic, thus it increases body metabolism two-fold, resulting in increased internal body temperature
LIMIT ALCOHOL INTAKE Alcohol is a diuretic. Fluid lost when consuming alcohol is greater than the amount of fluid consumed, thus placing the body in a dehydrated state
KNOW YOUR PRESCRIPTION MEDICATIONS Medications such as Lasix, HCTZ, and other “fluid” medications prescribed for heart or blood pressure conditionskeep the body in a constant state of mild dehydration. Antibiotics can make us more sensitive to the solar effects of the sun, and to heat
LISTEN TO YOUR BODYThirsty = I am too dry, water me Dizzy = I need to sit downNausea = I need to cool downSweating ceases & skin becomes hot & red = I am in TROUBLE!
INFECTIONS Viral and/or Bacterial infections, up to one week after last symptoms, place additional strain on our bodies to regulate internal body temperatures
PERSONAL HISTORY OF A HEAT-RELATED ILLNESS If you have experienced a heat-related illness, you are more likely to have a recurrent heat-related event for up to a year later, with less heat exposure than the initial exposure
TAKE FREQUENT BREAKSWEAR LIGHT COLORED/LOOSE-FITTING COTTON CLOTHING COOL THE CORE Apply cool packs to the neck, under both arms and to the groin area to decrease internal body temperature. Drink cold water if nausea has passed, and no vomiting is present. Avoid rapid cooling as this will cause the body to shiver, thus increasing internal body temperature.
through sweating• Usually occurs after periods of strenuous
physical labor and heavy sweating
Loss of large amounts of fluid and excessive loss of salt
through sweating
Breakdown of the body’s heat
regulatory system
SYMPTOMS
• Psychological distress (feel
uncomfortable)• Loss of
coordination• Loss of alertness
• Dizziness/feeling of faintness
Non-contagious skin rash marked by red
pimples and intense itching
Painful, intermittent muscle
spasms or cramps
Weakness or fatigue, nausea, headache,
moist skin, pale/flushed complexion,
profuse sweating, and normal or
slightly elevated body temperature
Hot, dry, and usually red
spotted skin, body temperatures of 105° F or higher and rising, absence
of perspiration, mental confusion,
deliriousness, convulsions, and/or
unconsciousness
TREATMENTMoving
the individual to a cooler environment
• Clean the affected area thoroughly with
water and allow it to dry
completely• Calamine and other soothing lotions help
relieve discomfort after leaving work
(don’t use Calamine while
still working in heat)
• Have victim drink water or electrolyte
replacement/sport drinks
• Persons with heart problems or on
a low-sodium diet should not use
electrolyte/sports drinks without
consulting a physician first
• Gently massage or use firm pressure on the muscle that
is cramping
• Have victim rest in a cool
environment and drink water or
electrolyte replacement/sport drinks
• Persons with heart problems
or on a low-sodium diet should not use sports/electrolyte
drinks without first consulting
a physician• Severe cases of heat exhaustion
require medical care
• Summon medical aid immediately• Move victim to
a cool environment and bathe his/her
body with cool water until body temperature is
reduced to 102° F. • Vigorous fanning will help increase
cooling effect• Don’t leave victim
unattended
!!
Medical emergency that requires immediate medical attention Heat stroke is always life threatening. Brain damage and death can result if the victim is not cooled quickly!
9
FIVE LEVELS OF HEAT DISORDERS
10
Congratulations50 Years
Betty Qualls
40 Years
Philip Kellam
Roy Thomas
35 years
Rhonda Navarro
Curtis Ramsey
Sally Solis
George Bowers
James Lollis
30 years
Elaine Powell
Floyd Moore Jr.
Michael Norre
20 Years
Kevin Carrier
Johannes De Jongh
Jeffery Graham
Michael Hardeman
Ben Harris
Clifton Johnson
Sharon Johnson
Sherman Nichols
Darlene Sebesta
Gary Van Winkle
John Villareal
Billy Allen
James Baugh
Jeff Petersen
Chris Hodges
Aaron Bocz
Decatur
Pensacola
Pensacola
Chocolate Bayou
Chocolate Bayou
Chocolate Bayou
Decatur
Greenwood
Chocolate Bayou
Greenwood
Pensacola
Chocolate Bayou
Chocolate Bayou
Chocolate Bayou
Chocolate Bayou
Chocolate Bayou
Chocolate Bayou
Chocolate Bayou
Chocolate Bayou
Chocolate Bayou
Chocolate Bayou
Chocolate Bayou
Decatur
Decatur
Kellwood
Foley
Pensacola
Ascend News Editorial Advisory Board wants your thoughts!Have ideas to share? Want to become a member of Editorial Advisory Board?We would love to hear from you! If you are interested in contributing, please contact us at [email protected].
Decatur Reduces River Water Pump Costs
Decatur recently completed a successful A2E project led by the Boiler House “A”
shift team. • The team identified an opportunity to optimize the number of river
water pumps in service. The Boiler House operators were managing the river water
pumps by a “seat of the pants” method without enough data to understand whether
river water needs were being met, or whether too much river water was being
utilized. They relied on pressures, experiences, and “gut” instincts. It was a poorly
informed and unstructured way of managing the pump operation. • The team,
led by David Lowery, identified the opportunity, discussed it with internal customers,
and developed an understanding of the needs, and a better understanding of the
critical equipment that used river water. The team also consulted with engineering
resources, as well Supervisors and team leads. • The team used the following A2E
tools in their efforts: Team Charter, Brainstorming, 5–whys, Data Collection, and
Mapping. They sought customer participation to help in the effort, and the team
developed a monitoring table of river water users across the plant. Now, they assist
and advise the manufacturing units in monitoring critical operating parameters,
and preventing pump startup too soon as ambient river water conditions and
manufacturing needs change. The initial result of this A2E project was a $58K
saving in the past month. The team initially believed this effort was sustainable
in the Spring and Fall seasons, but after further review the team believes that a net
reduction of one pump from continuous operation is possible for most, if not all
year. This total reduction would produce an annual savings of $337 K. • The key
to success for this team was obtaining and using customer information that was
previously unavailable. By obtaining the information, and centrally cataloging it,
the operators now manage area needs while minimizing overall pumping costs.
Technology was used to provide pertinent information to operators who now
decide how many river water pumps to run based on data rather than “gut”
instinct! Congratulations to the A2E River Water Pump Team!
