Akzo

Since 2006, Zhimble has been involved in supporting the evolution of Akzo MEB in Delfzijl towards being a wordclass player in industry.

Case 1: Integral Safety

Case Description

In 2006 Zhimble was asked to help Akzo MEB with a key challenge: to become the world's safest chlorine plant. Driven by the public discussion on chlorine transport safety, Akzo had decided to move its Chlorine production capacity from Hengelo and build a new plant in Delfzijl. Apart from building a new plant, this also meant the creation of a new operating organization by merging the people from Hengelo and Delfzijl into one team. With this organization, Akzo had a special ambition: to operate injury free for (at least) 30 years. Zhimble was asked to help Akzo lay the foundation for this organization.

Results:

Changing the game: “Working with Zhimble has had a real impact on my leadership style”, says Fester Oosterhuis, Plantmanager Akzo MEB Delfzijl.

Working with the whole plant population, the following results were achieved:

• A clear mission and vision for the organization were developed, together with the associated core values.
• Two separate operations teams from Groningen and Hengelo were integrated into one team
• A state of the art experiential operator training was developed, which was given an award by the VAPRO for its innovation
• Every employee is committed to the ambitions and knows what is his contribution to the results.
• Substantial steps towards a pro-active safety culture were made, leading to the Akzo MEB achieving the best safety statistics of the plants in its class.

Case 2: From Dip to Grip

Case Description

In 2008 the Akzo MEB management noticed the organization was entering a new phase. With the initial start-up of the company finished, the organization was now entering a period of routine and optimization. The management noticed a dip in performance, with gray areas in the operating routines and organizational structure becoming apparent, demonstrating that the development of an organization is a process, not a project. Zhimble worked with the MEB management to bring a second level of structure in the organization, allowing the organization to move from a "Dip" to "Grip" on its performance.

The whole organization became aware that it was time to take the next necessary steps towards a pro-active organization - to bring the total performance on a higher level.

Results:

The responsibility for the development of the organization was brought one level down in the organization, with more responsibility being taken by line management. The project has focussed on building clear operating routines in the organization and getting more ownership of tactical and operational goals at the shopfloor level.

• Substantial transparency and clear mutual expectations
• Implementing leadership on all levels
• Improved level of taking responsibility
• Reviewed works processes which fit better with the ambitions and the new ways of working
• All employees have more consciousness on their impact on the plant performance. Inclusive safety performance
• A healthy balance between having the structural elements in place and the human factor (culture)

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