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Employee Interview: 8

Employee Interviews

Shin-Etsu Challengers

8

I want to develop a methodology for passing on technical skills to cultivate the next generation of operations people

D.M.
Plant 2 Superintendent, Freeport Plant, Shintech, Inc.

Joined Shintech in 1981.
As a technician at the Freeport site, led the Operations Improvement Program (OIP) and established a technician training program.

Dedicated to improving operations on the front lines

In 1981 I was hired as a Process Technician at Plant 2 on Shintech's Freeport site in Texas. Then, in the 1990s, when Shintech became the largest PVC manufacturer in the U.S., the production process began a rapid transition from analog to digital control, and I was promoted to the production site supervisor position during this transition. Later I accepted a promotion into the Plant 2 Assistant Superintendent role, in which I was responsible for leading operations, including replacing equipment, introducing new processes, and creating and updating work instructions. In 2017, I along with the other two Assistant Superintendents from Plants 1 and 3 were assigned to the Operations Improvement Program (OIP) project at the Freeport site. Currently, as the Plant 2 Superintendent, my responsibilities include providing leadership and technical expertise to ensure safe, efficient and reliable operations; developing talented operations people; and ensuring environmental and safety compliance.

Established a technology transfer method to enhance practical skills

I have been with Shintech for more than 40 years, and I believe one of my greatest contributions has been the establishment of a methodology for the transfer of technical skills to the next operations generation through the OIP project. This method includes a series of steps, starting broadly with overall functioning of the plant, moving to unit operation and area interconnection, and ending with specific operation, troubleshooting, and technical details for each part of a process. The method is broken into four levels: Level 1 (What), Level 2 (Why), Level 3 (How), and Level 4 (When/Where). Our plants had accumulated a lot of Level 3 documents, which are specific work instructions, and Level 4 documents, which are check sheets, but initially there were no Level 1 documents and very few Level 2 documents. That state of affairs continued for a long time. However, when I participated in the OIP project, I was able to organize these in a consistent and systematic manner, laying the foundation for a training program for process operators.

Our current training program is focused on basic operational understanding from Level 1 before any on the job training (OJT) from Levels 2, 3, and 4 takes place. The program is structured as a two-step process with certification. Instead of simply setting up and testing “What if?” scenarios, we focus on the “What” and “Why” and teach them to spot abnormalities and problems in order to develop their problem-solving skills. I feel that this approach has greatly improved the practical skills of not only new employees but also current employees.

Focus on developing talented operations people

Shintech Freeport has grown tremendously during my time here, making incredible improvements in operating efficiency and reduction of batch cycle times. Plant 2 also plays a critical role receiving vinyl chloride monomer (VCM), the raw material, by pipeline and handling distribution of VCM to the other PVC production plants here at the Freeport site by tanker railcar, and it must continue to evolve and lead the way in the future. Meanwhile, as processes become increasingly complex, talented operators with the knowledge and skills to solve problems are becoming even more important. We will take on the challenge of developing as many talented operations people as possible who will continue to work with Shintech into the future.

Freeport Plant, Shintech, Inc.