Ascend News AUGUST 1, 2011 | Q3
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TIM S's PROFILE
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Message from the Vice President of ISC
Table of Contents
Core Values Defined – Engagement During our Year 2 anniversary
INSIDE COVER –1
celebrations, Fred and Tim spoke
Message from the VP of ISC
about the great progress we’ve made over the first two years
I believe in Zero!
of Ascend, and about how much
more we have to accomplish
SDI SSP Capacity Increase
as we continue to grow our
Employee Engagement Key Component
business. There are opportunities
of Pensacola Safety Effort
to be better all across the organization and in particular,
in the areas of safety, reliability, Storm Impact on Decatur
quality, and capacity. We will
make progress by leveraging those opportunities, and as
we do, the most powerful thing we can do as individuals and Site Focus: What is it about Decatur?
teams is engage. The power of 3000 employees and resident
Decatur Takes the Gloves off, Saves $22,000
contractors engaged in generating ideas, developing project
Celebrating 50 years Decatur pictures
plans, and execution, will result in accomplishments far beyond what we imagine today. • In keeping with our pursuit of excellence, and the obvious tie to our company name, we use Ascend to Excellence (A2E) as our brand for employee
6–7 Business Overview Have you attended the A2E 2011 learning course yet?
engagement in creating a successful company. I want to take this opportunity to talk a bit more about A2E – what it is, its importance to the success of Ascend, and how A2E is becoming a part of our organization DNA.
IT Transition 8–9
Pensacola FRC Commitee Works to Beat the Heat
Decatur Reduces River Water Pump Costs Year 2 Celebration pictures APEX 2011
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 to Ascend News please contact us at firstname.lastname@example.org.
What is A2E? A2E is 3000 employees and resident contractors engaged in the work, owning the results, and driving continuous improvement in every aspect of our business. • Engagement and ownership of results is a key behavior we embrace and expect of our teammates and ourselves. It is an enduring view that defines our value system, our personnel evaluation processes, and our promotion and hiring decisions.
A couple of things it is NOT:
and future teams are being taught across the company. Much of
- A program of the month. Engagement and ownership of results
the direction for these courses came from the APEX 2010 Delegates.
is a key behavior trait we embrace and expect of our teammates
APEX 2011 is just around the corner, and this year’s delegates will
and ourselves. Engagement and ownership of results is an enduring
provide input and direction for A2E 2012 courses. • Ascend is
view that permeates our organizational value system, our personnel
supporting A2E in other ways – each site has an A2E “core team”
evaluation processes, and our promotional and hiring decisions.
that will act as a resource. The core teams and the Front Line
Engagement and ownership is the foundation of our expected
Supervisors are engaged in learning focused on leading great
teams. The Quality & Continuous Improvement (QCI) team is
- Only a set of Continuous Improvement (CI) tools. As a learning
staffed and is providing technical support to our teams. After all,
organization, we will continue to teach CI tools such as DMAIC,
the folks working in a specific area are the best subject matter
brainstorming, design of experiments, etc., to increase the
experts. No one is more qualified to make improvements in
effectiveness of our individual engagement in the growth and
our daily work than each one of us. • Looking across Ascend
success of the organization. In effect, learning and using
you can see more and more engagement. Teams, work-groups,
the tools are a means to an end, not the end itself.
and sites are making a difference by tackling tougher issues, finishing faster, and in some cases setting site/company policy
A2E Engagement is a two-way street.
through their efforts. I’m personally looking forward to
To be successful, each of us has to commit to A2E as the way
APEX 2011 to see first hand some of the top efforts of
we work each day. The power of 3000 engaged in A2E will make
the past year. After all, the folks working in a specific
far more progress than just a few individuals. We don’t have to look
area are the best subject matter experts for
further than the recent NBA finals to see the truth in this. The Dallas
that area. No one is more qualified to make
Mavericks won the title through the cooperative efforts of the entire
improvements in OUR daily work than
roster --when it mattered most, each player engaged in their role
each one of us.
to the best of their ability, while the Miami Heat attempted to carry the title through the extraordinary efforts of three superstars.
If we are actively engaged in improving our work environment, it will be a place that represents our values, a place we can be proud of, and one that energizes us. • Ascend is supporting your A2E engagement to ensure success. That support started early by providing learning opportunities around DMAIC tools to help teams get started. Last year, Ascend supported the A2E momentum with the inaugural APEX event to recognize individuals and teams that demonstrated leadership, engagement, and ownership of A2E. • Now, A2E 2011 courses which provide more tools to support active
ESSH I Believe in ZERO!
by Dale Borths
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.
O INJU R IE S
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! Dale Borths is the Vice President of Environmental, Safety, Security, and Health.
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 Lamson Blowers
>50 tonnes per day using innovative technology and engineering modifications with minimal capital investment.
Temp/ Moisture Control Loop
To achieve the capacity, a Project Team, with members Crystallizer 150ºC
from Greenwood and Pensacola, developed an EVOP
plan. Although initial results were favorable, high temperature upset (exotherm) events began plaguing
operations, limiting production below target. Toray of process modifications. • The Project Team developed parallel paths utilizing experimentation and industry consultants to develop the fundamental process
Wet Chip Silo
SSP Tower 158–166ºC (rate dependent)
water ppm unused
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
Previously Dew Point (degC)
0 % H20
0.4 wt % H 2 0
the plant has achieved >50 tonnes per day capacity. The use of good planning, outside resources, technology 0 % H20
development, and team work has achieved a 67%
Dry Chip Hoppers
capacity increase with minimal cost. Great job by
Cooling Water Jacketed Pipe
could not provide technical assistance for these types
Moisture Regulating Silo MRS
0.1 wt % H 2 0
the Greenwood site and the SSP team! Raymond Fogle is a Lead Process Engineer in Pensacola.
ESSH Employee Engagement Key Component of Pensacola Safety Effort There are three key employee safety teams in place at the Pensacola site:
by Chuck Clarke
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. Chuck Clarke is the ESSH Lead in Pensacola. 2
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. EF5 passed within 2 miles of the plant
• 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,
was the site’s biggest issue in preparation for restart. This significantly
but also reaching out to impacted employees. With rain in
complicates the restart effort and of course, no restart can begin
the immediate forecast, teams set out to provide tarps to
without resumption of power. Emergency power was restored
employees who sustained roof damage during the storm.
one week after the storm. Restart power returned two weeks after
• The storm provided the right opportunity to establish the
the storm and was under close oversight from TVA. • At this time,
Ascend Cares Foundation as a way of allowing employees
the plant is completing a project pulled forward to maximize
to help each other. Funds were solicited and through the
production for the remainder of 2011. After the project work is
generous donations of Ascend employees, resident contractors,
completed in early July, the plant will return to full operational rates.
and suppliers, several families impacted by the storm have
The Decatur site appreciates the thoughts, prayers, and the outpouring
received relief funds. The impact of improving a difficult
of support to the site and to our employees through Ascend Cares.
situation has been tremendous. • Lack of electrical power
EMPLOYEE IMPACT Injuries or fatalities: 0 employees Loss 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 Al Faulkner is the Decatur plant manager. Monica Jackson is ISC communications manager. 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@example.com. 3
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 employees' 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 Plant Facts • 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.) 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.
Decatur Takes The Gloves Off, Saves $22,000 Increasing 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.
Celebrating 50 Years Betty Qualls began job in 1961 Reprinted 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.”
Business Overview Plastics – Scott Rook, V.P.
Polymers & Fibers – Dick Prinstein, V.P.
Our current sales outlook is slightly below our AOP target
The Polymers and Fibers business finished Q2 somewhat short. De-
due to the power outage at Decatur, AL. Additionally, we’ve
mand remains strong in all Polymer and Fiber segments, but
seen some market weakness globally in May-June-July; however,
our ability to supply has been constrained by the production issues
at this time we’re expecting to see sales pick-up strongly in August.
in HMD. We honored all volume commitments to our contractual
The market weakness has primarily been in the compounder and
customers in spite of the severe constraints. The demand outlook
distribution segments. This may be related to the auto production
remains strong and we expect it to continue to outstrip our ability
slowdown in NA due to the Japan earthquake supply problems.
to supply. • For the Textile segment we began servicing a new
Pricing and Contracts Update: We tried something new in 2010 in
customer, Aquafil, located in Slovenia, who makes yarns for clothing
the Plastics business…asking the majority of our customers to sign
applications. We completed a new contract with TWD (one of our
long-term contracts with us. We’ve seen some spikes in propylene
largest customers who also make clothing applications) at increased
prices through May this year, but so far I’m happy to say that ALL
volume. • For Industrial we completed negotiations on a contract
of our contracts have held up and I believe our customers are
with Hyosung to service their expanded plant located in Vietnam.
pleased that they have contracts with us. Our goal for 2012 will be
The Phase 2 Industrial Fibers startup has gone well and as a result,
to increase our coverage of contracts and increase the number of
we have begun servicing 2 new customers while increasing our vol-
longer term contracts. • We are aware of only a few fairly minor
umes with Kordsa. Thanks to the Greenwood team for their efforts.
additions to global N66 intermediate and resin capacity in Japan,
• In Specialty Polymers we completed contracts with Textech, (who
Taiwan and China. Therefore, we think that global capacity utilization
make tennis ball felt) and Palmetto (who make specialty military and
rates will remain tight as we move into 2012. Please continue to
industrial clothing applications), and have recently announced plant
share any information you hear in the market about expansions or
changes in global capacity.
Chemicals – John Ferguson, V.P.
Major Success by the Market Segment teams in 2011: I thought I’d
Merchant market demand for Adipic Acid and HMD continues to
take a minute to highlight just few of the major successes that our
be strong, though there is some weakness in the Asian Adipic
market segment teams have accomplished so far this year. The list
Acid market as we typically see during the Summer due to a lull in
is not complete and includes just some brief highlights.
Polyurethane demand. The majority of our Adipic Acid sales are
Cable Ties: Launched SPC1/SPF1 – the next generation cable tie
under long term contracts in North America and Adipic Acid
material. Initiated work on Phase II of the next generation cable
volume for Q2 was on track. Our Force Majeure on HMD due to
tie material. Sales on track to grow >30% vs 2010.
the Decatur tornados resulted in a large volume shortfall vs. AOP
Compounders: Major emphasis on improving and in some cases
in Q2. Acrylonitrile demand and margins weakened during Q2 due
establishing relationships with key customers globally. Initiated
to poor demand for the two major AN derivatives (Acrylic Fiber and
work on several 2-3 year contracts and focusing on significant
ABS) and high raw materials costs. • The regional spike in propylene
growth in 2012.
cost in North America vs. Asia and Europe also made it harder to
Distribution: We have not been able to supply all of the needs
compete globally during April and May. However, Propylene costs in
of our customers due to very strong demand in 1H of ’11 from
North America has decreased considerably from May to July which
contract customers. With our CP-22-23 expansion, we should
will be positive for us going forward. While the AN market was weak
have no problem supplying our distributors in 2H of ’11 and ‘12.
we took the opportunity to move up maintenance work that was
Auto: Major successes with Delphi China and Valeo Europe closed
originally scheduled for later in the year. For now, improved AN volume, in addition to continued strong demand for our other
in 1H of ’11. More projects with Delphi, Behr, and Huatong in 2H.
chemicals and the projected end of our Force Majeure on HMD
Consumer & Industrial: Began supplying Technoform and
during August, should result in us meeting or exceeding our plans.
Ensinger in 1H of ’11 for window thermal breaks. Sales on
Of course it will be critical that we run our plants with exceptional
track to grow >100% in ‘11.
reliability in order to take advantage of the opportunities in
Electrical & Electronics: Signed a new contract with
ISC Scorecard | Q2 Meeting Customers Needs AOP
Percentage of SIOP
Customer Promise OTD
Quality defects parts/million
2Q11 was marked by the extended Decatur outage from the tornado that caused power outage in early May. Across the circuit the production units did a very nice job of accelerating and/or moving forward planned maintenance to minimize the lost production impact for the full year. On the heels of the process restart in Decatur, the site executed the addition of the 18th reactor. Greenwood completed the startup of the Industrial Fiber Phase 2 Project in effect capping off several steps that has doubled our capability to produce this high-grade fiber.
During the third quarter we have several recently completed capacity additions to start and shake out. GWD IF Phase 2 for tire and airbag fiber, Pensacola CP 22/23 pellet conversion to increase our chip-out capability, and Decatur ADN reactor addition. All of these are important projects but with our current inventory position following the Decatur power outage, it is critical that the ADN unit operates well in order to provide feedstock for the downstream process.
*This was not previously measured/not available Ascend wide **Q1 PPM Baseline is a Partial Metric (all areas not reporting at this time) ***Q2 Better Reporting, Ascend wide and Global Coverage & Controls Going in Place.
Have you attended the A2E 2011 learning course yet?
by Matilda Reeder
A2E 2011 roll out began in May and will continue 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. Matilda Reeder is the Global Training Leader.
by Allison Roberman
It’s hard to believe that nearly four months
programs such as duty drawback -- all coming in 2011. • In parallel
have passed since we went live on our
with adding new functionality in SAP, we’re streamlining/cleansing
own SAP system! Our SAP support team
our system by removing what is not applicable to Ascend. This will
is committed to making sure that all
make our SAP system more efficient and easier to use. But there is
production issues reported via the ticketing
life beyond SAP! Here are some other activities in underway… •
system are resolved in a timely manner, all
The IT Enterprise Applications team is gathering requirements
requests for moderate system changes are
from business leaders to ensure our portfolio of systems is the right
prioritized through a Change Control Board,
tool set for Ascend, and is configured appropriately to improve
and all major system enhancements are
the way we operate internally, and with our customers and suppliers.
projects that are resourced appropriately to deliver significant
• We are also revamping our IT Service Desk. Our key goals are to
improvements to our various operations across Ascend. • Our
continually improve incident resolution time, establish service level
Change Control Board (CCB) consists of Finance, ISC, and HR leaders
agreements with ongoing report-outs of success rates against those
that meet weekly to review and prioritize all pending requests
commitments, and implement a centralized call center to service all
ensuring we are focused on the requests that drive the most
of our plants and offices, globally. • Beneath it all lies the infrastructure
business value. If you’re interested in knowing who sits on the CCB
on which these systems run. Our infrastructure and network teams
or knowing what changes your coworkers are requesting and when
are building a plan to apply modern technology solutions, which
they’re scheduled to go into effect, please visit our SAP SharePoint
will enable us to reduce our overall hardware footprint while
site at https://team.ascendmaterials.com/sites/it/SAP • In the spirit of
replacing aging hardware in the most cost effective and least
continuous improvement, key SAP enhancement projects underway
disruptive manner. • Look for more IT news in upcoming issues
will deliver greater visibility to our spend in the areas of Procurement
of the Ascend Newsletter.
and Logistics, better on time delivery and credible promise dates
Allison Roberman is the Chief Information Officer.
to customers, along with increased revenue opportunity through 7
Pensacola FRC committee works to beat the heat LIMIT CAFFEINE INTAKE Caffeine is a stimulant and a diuretic, thus it increases body metabolism two-fold, resulting in increased internal body temperature
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
KNOW YOUR PRESCRIPTION MEDICATIONS Medications such as Lasix, HCTZ, and other “fluid” medications prescribed for heart or blood pressure conditions keep 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 BODY Thirsty = I am too dry, water me Dizzy = I need to sit down Nausea = I need to cool down Sweating 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
Be pro-active to help your body tolerate the heat:
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
LIMIT HIGH FAT “HEAVY MEAL” INTAKE High fat and “heavy meal” consumption results in an increase in body metabolism which increases internal body temperature.
TAKE FREQUENT BREAKS WEAR 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.
INCREASE FLUID INTAKE A well-lubricated machine runs more efficiently. 3:1 RATIO Consume 3 waters to every 1 electrolyte replacement beverage.
X X X
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
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.
LIMIT SODIUM (SALT) INTAKE Salt intake creates dehydration which causes the body to work harder to circulate fluids which increases internal body temperature.
by Chuck Clarke
continued > Chuck Clarke is the ESSH Lead in Pensacola.
Medical emergenc y tha t requires immediate medical attention Heat stroke is always life threateni ng. Bra in damage and death can result if the vic tim is not cooled quickly!
FIVE LEVELS OF HEAT DISORDERS HEAT FATIGUE
Working in a hot environment without building up a tolerance to the heat (i.e. acclimatization)
• Psychological distress (feel uncomfortable) • Loss of coordination • Loss of alertness • Dizziness/feeling of faintness
Moving the individual to a cooler environment
inflammation of plugged sweat glands
• Excessive loss of body salts 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
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
• 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
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
• 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
Congratulations 50 Years Betty Qualls
Decatur Reduces River Water Pump Costs by Al Faulkner
Decatur recently completed a successful A2E project led by the Boiler House “A” Decatur
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
Philip Kellam Pensacola
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
Rhonda Navarro Chocolate Bayou
informed and unstructured way of managing the pump operation. • The team,
Curtis Ramsey Chocolate Bayou
led by David Lowery, identified the opportunity, discussed it with internal customers,
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and developed an understanding of the needs, and a better understanding of the
George Bowers Decatur
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
Elaine Powell Chocolate Bayou
Mapping. They sought customer participation to help in the effort, and the team
Floyd Moore Jr. Greenwood
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
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manufacturing needs change. The initial result of this A2E project was a $58K
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saving in the past month. The team initially believed this effort was sustainable
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in the Spring and Fall seasons, but after further review the team believes that a net
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reduction of one pump from continuous operation is possible for most, if not all
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year. This total reduction would produce an annual savings of $337 K. • The key
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to success for this team was obtaining and using customer information that was
Sharon Johnson Chocolate Bayou
previously unavailable. By obtaining the information, and centrally cataloging it,
the operators now manage area needs while minimizing overall pumping costs.
Darlene Sebesta Chocolate Bayou
Technology was used to provide pertinent information to operators who now
Gary Van Winkle
decide how many river water pumps to run based on data rather than “gut”
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instinct! Congratulations to the A2E River Water Pump Team!
Billy Allen Decatur
Al Faulkner is the Decatur plant manager.
James Baugh Decatur Jeff Petersen Kellwood Chris Hodges Foley Aaron Bocz Pensacola
Gearing up for