A NEW APPROACH FOR A RISK-AVERSE INDUSTRY

Operational Excellence tools and programs fix the flow of value before it breaks down
BY KIMBERLY STAUFFER

When Nalco Champion first began working with an operating organization account in Iraq, the team discovered the account lacked any prior chemical management program (CMP) contracts. To help the customer team define their account needs, Middle East Regional Project Manager Binu Chacko and his team began with Operational Excellence step one, initiating a customer agreement plan (CAP) and a detailed technical study using CMP to set the standard for account management.

“This approach was presented to the customer, and it was quickly agreed as a strong path forward that would help both the customer’s understanding of its system as well as produce the right level of detail required for a stage-gated chemical program implementation,” Chacko says.

The CAP provided the necessary structure to understand how the Nalco Champion team could best move forward, beginning with a technical evaluation (TE).

“The TE process has been recognized as providing a solid framework for making and supporting program suggestions based on data collected,” Chacko says. “The format also makes it easy to present to the customer, who can see at a glance where the high-risk areas are and what strategies are being employed to mitigate the risks.”

Here, Operational Excellence (OE) CAP and TE tools helped the Nalco Champion team develop more in-depth knowledge of the contractual and workload requirements, opening discussions to address new approaches to existing problems

SIMPLICITY, ACCOUNTABILITY AND CULTURE

Operational Excellence tools and programs contribute to Nalco Champion delivering a consistent, world-class experience for customers. They are built on three pillars:

  • Simplicity: Developing easy-toaccess turnkey templates based on proven processes with clear communications and tools.
  • Accountability: Facilitating team reviews to link strategy with actions and providing constant feedback and gap analyses.
  • Culture: Driving improvement through mentorship, training, developing case studies and sharing knowledge and best practices across our organization.

“Operational Excellence is a new approach to a risk-averse industry — fixing the flow of value before it breaks down,” says Ben Bromage, director of Operational Excellence, Business Functions Group. “The use of its tools and programs by our talented field teams is one of the key reasons customers do business with us.”


OE IN ACTION
Operational Excellence tools and programs aligned under four key steps have improved
and facilitated working relationships with our customers globally.

 

img-19

1 SET

the standard for account management
“Implementing a Customer Agreement Plan has allowed my customer and me to better understand each other’s needs and expectations. We have been able to eliminate unnecessary work and better schedule and coordinate complex projects while holding each other accountable.”
ADAM COULTERMAN
DISTRICT REPRESENTATIVE,
ALBERTA, CANADA

2 DELIVER

account management standards to provide a strong foundation for every customer relationship
“A lot of hard work went into resetting the focus and direction on a large account. The ‘Back to Basics’ workshop has delivered improvement in a short period of time with customer representatives indicating they have seen significant improvements from the Nalco Champion team, and we are starting to bring value to the assets. This all stems from the OE Service Plan, or SMART Matrix, and the tools created from that.”
GRAHAM BROWN
BUSINESS MANAGER,
ASIA PACIFIC

3 CHECK

alignment to ensure our people, products and processes are delivering optimal value.
“During a workshop, more than 90 percent of participants did a Self-Assessment. The OE team used the results to form groups composed of people from different countries supporting different clients to determine best practices. The results exceeded expectations about the benefits the OE program can bring for our people and customers.”
EMERSON MAC I E L
OPERATIONAL EXCELLENCE,
LATIN AMERICA

4 ACT

on Operational Excellence information and recommendations to deliver value and help our customers succeed
“A Voice of the Customer survey revealed dissatisfaction. Determined to preserve the at-risk account, we contacted the people who responded negatively, presented a transition plan and set up meetings to clarify plans for programs. We conducted a survey of the customer’s reclaimed water cooling towers and developed a new cooling water product specifically for them. By demonstrating our commitment to the account, we eliminated the threat of losing the customer.”
JAMES KONS
DISTRICT MANAGER,
CALIFORNIA, UNITED STATES

Leave a Reply

Your email address will not be published.