THE FUTURE, - Solvay

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Performance improvement 40 Performance improvement > INNOVATIONS 09 210107 210203 210235 TECHNOLOGY AND APPLICATION DEVELOPMENT FOR PRIMOSPIRE ® Portable PCs in all situations thanks to a Solvay polymer THE PROJECT. PrimoSpire ® self-reinforced polyphenylene from Solvay Advanced Polymers is recognized as the world’s strongest and stiffest unreinforced thermoplastic polymer. However, its toughness and processibility were less than ideal. Signifi cant improvements to the basic polyphenylene technology at the molecular level have resulted in a new, improved product that boasts an unmatched strength-to-weight ratio, now with signifi cantly enhanced toughness and improved processibility. The result has been welcomed by the market, as evidenced by the adoption of PrimoSpire ® by one of the world’s leading manufacturers of IT equipment for rugged laptops. This application confi rms the intrinsic value of PrimoSpire ® as an exceptionally strong, light and tough leading-edge material. New outlets are already coming into sight in the aerospace, consumer goods and medical implants sectors. SBU SPECIALTY POLYMERS > Satchit Srinivasan; Bruce Clark; Mahendra Dosi; Scott Harding; Greg Plithides; Suresh Sriram; David B. Thomas. 3S SOLVAY SHARED SERVICES DRIVES INNOVATION WITH GLOBAL PROCESS REDESIGN, BREAKTHROUGH CHANGE MANAGEMENT AND NEW COMPANY START-UP. 3S in three dimensions THE PROJECT. The implementation of Solvay Shared Services (3S) in the Group has proved its worth in reducing costs and increasing process effi ciency through partnership and centralization of ‘back offi ce’ functions. Over the past three years, 3S has been successfully deployed in three dimensions: a global redefi nition of HR and fi nance processes (with IMAGINE and RENAISSANCE), pioneering change management (SHAPE 3S-SIS) and the launch of a real start-up in Lisbon, Portugal (Solvay 3S, supported by Solvay Portugal). 3S also contributes signifi cantly to the Group’s strategy, with a 43% reduction in the cost of fi nancial processes, thanks to increased SAP standardization, scale economies, optimal organization and location and operating excellence, as recognized by the recent ISO 9001-2008 certifi cation. The 2010 target will be continuous process improvement, to ensure business continuity and customer satisfaction. CC FINANCE, CC SIS > Guy Mercier; Pierre Boyer; Mario Branco; Éric Degroote; Euripe des Marques dos Santos; Jean-Pierre Devooght; Patrick Ewbank; Maxime Fages; Annie Gaudy; Arturo Gutierrez; Thierry Henaut; Cornella Holt; Michele Laemont; Gilles Madjarian; Luc Moentack; Étienne Moncomble; Luis Paiva; Luis Pedro; Guy Peeters; Bruno Pluchet; Gérard Van Roye. ELECTRICAL FITTINGS SUPPLY When our supplier turns ‘buyer’ THE PROJECT. The NOH (Belgium) site, which is major consumer of electrical materials of all kinds, gave SPIE Belgium, until then subcontractor for electricity-related work, the task of taking over, on behalf of Solvay, the supply of all electrical and related material. The originality of the approach is that this mission is not confi ned only to the equipment used by SPIE itself. It also covers the needs of other companies operating on the site and all Solvay technical services. This specialist electricity company knows all the players in this fi eld, all products and all alternatives. Hence the idea of benefi ting from the strength of its procurement department. The formula was tested in 2007 and confi rmed in 2008 with an extension of the terms that bind us to SPIE. For fair but controlled remuneration of services provided, and a regular audit of the benefi t of the commercial terms obtained (open book mandate), an additional ‘purchasing’ function has been introduced into the service contract. Results have not been long in coming. SPIE’s bargaining power and its product knowledge produced a signifi cant reduction in the number of suppliers and an approximately 20% decrease in costs in the fi rst year. In short, we buy better and smarter. Not to mention administrative simplifi cations such as the drastic reduction in the number of bills from over 450 a year to around one per month and the easier management of stores. This new formula of ‘turning our supplier into our buyer’ has demonstrated its immediate effectiveness: no investment is required and the formula is easily transferable to other sites and other activities. BSC BELGIUM > José Thomas; Mario Cocco; Jean-Marc Genot; Jean-Luc Neumann.
Management improvement 04. Management improvement LEADERSHIP, STRATEGY, HUMAN RESOURCES MANAGEMENT, PARTNERSHIPS AND PROCESSES. Page 42 \ A tool to boost profitability \ Planetary pow-wow for building new plants \ Tracing trucks in real time \ Page 43 \ Hi Po’s become strategists \ An operational reference framework for SD policy \ New process for responsible refrigeration \ Page 44 \ Leaders for the Pharma of tomorrow \ A single worldwide system \ The Pharma dream team \ Page 45 \ How much does it cost? \ Talented filmmakers! \ Page 46 \ Human factor modeling \ From Products to Solutions \ Strategic themes and creativity \ Page 47 \ Best practices for insurance \ Revolutionizing our processes Solvay Solvay live live - JUILLET - JULY 2009 2009 - - 41 41
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THE FUTURE, - Solvay

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