Supply Chain World - Fall 2017 - 42

manufacturing & energy akzonobel inc.

analytics to adjust to the market as
needed. Lean is a standard across
all 29 sites in 19 countries."

Operating As One
Flanagan and her team also focused on developing talent. "Our
goal is to ensure that safety is every
employee's first priority, followed
by productivity and growth," she
says. "A culture centered around
safety is our license to operate as
well as the key to driving business
excellence. This starts with a
strong safety program and a culture of zero incidents."
AkzoNobel is "very focused" on
safety and sustainability, according to Flanagan. "We take pride in
driving sustainability, specifically
carbon footprint reduction," she
says. "We require that we work
with teams that are as focused on
safety and sustainability as we are.
"Having excellent safety and
driving sustainability from an
eco-efficiency standpoint is a
core value of our company," she
continues. "For AkzoNobel and
the specialty chemical business,
process and performance excellence comes from having this
mindset which in turn drives
growth and strong productivity.
All of our employees are thinking
about safety and sustainability in
every decision they make."
With safety, Flanagan notes
AkzoNobel is keeping its people
safe not only at work, but also at
home, with the number of incidents
reduced over 30 percent. "As far
as productivity, we've given back
€14 million Euros to the business'
bottom line, which maximizes our
investor and enterprise value," she
explains. "In addition, we have de42

Supply Chain World FALL 2017

"Having excellent safety
and driving sustainability from an eco-efficiency
standpoint is a core value
of our company."
_________
ployed a continuous improvement
process and achieved new capacity,
in some cases a 20 percent increase,
globally, on high contribution margin businesses with minimal capital. If we need to expand our key
business lines into a new region, or
if we need additional capacity, we
now have the capability to build it,
run it, and optimize it quickly to go
to market."
Maintaining a business with
such aggressive safety, productivity, and growth standards takes a
great team. "The existing team in
AkzoNobel is very experienced,
passionate and are long-term
employees that are very knowledgeable and dedicated," she says.
"As newer employees join to help
us build our global supply chain
and project and asset team, our
existing employees proactively
mentor and guide to help onboard
new employees quickly."
According to Flanagan, this
blend of existing and new employees was critical to driving operational excellence within the company's integrated supply chain.
"Having a new set of eyes to help
deploy our processes has led to
new innovations and continuous
improvement," she says. "Having
the right talent in the right place at
the right time has been key.
"Giving our team access to
industry leading systems is also es-

sential to drive business success,"
Flanagan adds.
AkzoNobel has one standard
ERP system and is looking to
integrate more technology into its
supply chain. "As part of our strategy to keep things simple, one
model, one tool, and one set of
data with everyone training on the
same standard processes, keeps
the organization aligned and
focused on the same outcomes,"
Flanagan notes. "Otherwise,
managing in a global environment
becomes very difficult."
Overseeing a team of 1,600 in 29
sites across 19 countries is not an
easy task. "From the very beginning, in a global environment,
words matter," Flanagan says. "So
even before we talk about processes and tools, or even the company,
we talk about groups from different countries where just one word
may mean something different.
"For instance, we have an
integrated toolset that we deploy
across each country the same
way, but we have teams within the
countries that modify them for the
correct language and current data
profile," she continues.
Although AkzoNobel deploys
globally, it executes regionally.
"On my team, I have a global
supply chain leader, but I also have
a regional leader under them," Flanagan explains. "In order to drive
this type of change, time zones
matter and culture and language
matter. We built the supply chain
platform globally, but we deploy
regionally so that employees share
the same language and time zones,
and can leverage knowledge sharing across the region and ultimately be more productive."



Table of Contents for the Digital Edition of Supply Chain World - Fall 2017

Contents
Supply Chain World - Fall 2017 - Cover1
Supply Chain World - Fall 2017 - Cover2
Supply Chain World - Fall 2017 - 1
Supply Chain World - Fall 2017 - Contents
Supply Chain World - Fall 2017 - 3
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Supply Chain World - Fall 2017 - Cover3
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