Change Management in chemical companies
Due to the nature of its processes, the chemical industry is highly technical. This is reflected in the profile of managers, starting with the shift supervisor. Technical know-how will continue to be a key requirement in the future. At the same time, new generations of employees have different expectations regarding work and management cultures, which offers a lot of potential for improvement.
For example, practical experience shows that broad employee involvement in issues such as finding and eliminating the causes of errors is reflected in the speed and practicability of solutions. Involving employees in workplace design (5S, AM) pays off in terms of acceptance and sustainability. Collaborative behavior in regular meetings such as the morning meeting leads to better decisions and greater satisfaction. Managers play a very central role in shaping the new culture, as the standard they set sets the framework for employees to a certain extent. Actively accompanying and supporting this change process is the core of Change Management projects, which are often set up to accompany the technical issues.
Providing targeted support for change processes and making them successful
A key success factor here is management development. For example, first line leaders (shift supervisors) in the chemical industry play a key role in shaping the commitment, motivation, and culture of their teams. Shift leaders are often selected because of their ability to be the "best plant operator". Providing targeted support here to develop practical leadership know-how pays off quickly.
In the same way, "high impact moments" such as regular meetings, gemba walks etc. offer the opportunity to experience the new leadership culture. They also provide an opportunity to experience the new leadership culture. Practical support in the moment is particularly important in the transformation process in order to change leadership in real life. As with technical topics, it is a good idea to develop internal experts, so-called “change agents”. These provide targeted support for the transformation, for example as sparring partners for managers.
Further services for the chemical industry
CLIENTS
CASE STUDIES
Lean Digital Manager
Shaping the factory of the future with Lean 4.0. How can lean principles be combined with the technologies and possibilities of networked digitization in value creation networks? By further qualifying employees to become decision-makers. The ROI-EFESO certification program for "Lean Digital Manager" shows how digitalization of lean production works. To do this, it combines strategies with Industry 4.0 technologies.
Smart Factory Planning: Smart Planning for smart Factories
What does the ideal factory of the future look like? Do products there control their production completely independently? A pharmaceuticals and life sciences company plans the main directions for the smart factory transformation of four plants in just one month. Together with ROI-EFESO, the project team creates a "big picture" as a basis for planning and tests three prioritized technologies in pilot projects.
Business Operations Strategy: Re-start for production networks
A market leader strengthens its Global Footprint structures. With a turnover of around EUR 10 billion, the company is one of the market leaders in the life science and chemicals sector. After a long period of successful global growth, developments such as tougher competition and shifts in demand between regions are jeopardizing the achievement of the ROCE (return on capital employed) targets.
Manufacturing Excellence: Optimizing instead of improvising
The global demand for thermosets is increasing, as is the case in the energy industry. A manufacturer of thermosetting resins has positioned itself as a leader in the chemical industry by providing these customers with a variety of innovative technologies, solutions and specialty products. In order to be able to react even more efficiently to market changes and customer requirements in the future, the company is realigning its production network.
OPEX: Redesign of the organization
The demand for high-performance plastics is increasing worldwide. A company in the chemical industry wants to increase the total capacity of its polymer production by more than 50% with a new plant complex. Together with ROI-EFESO, it is aligning its organizational structure to growth and profitability and is realizing an annually recurring benefit of more than EUR 1.5 million through process improvements.
Chemical company on the way to climate neutrality
In order to achieve the self-imposed goal of being climate-neutral by 2050, a manufacturer of basic chemicals has to put its entire business model to the test. ROI-EFESO supported the client with robust scenario planning to develop a sustainability roadmap that enables sustainable growth in a challenging industry environment.
Sustainable Chem: New start for the organization
In order to achieve the self-imposed goal of being climate-neutral by 2050, a manufacturer of basic chemicals has to put its entire business model to the test. ROI-EFESO supported the client with robust scenario planning to develop a sustainability roadmap that enables sustainable growth in a challenging industry environment.