Breaking Down Informational Silos

Siloed communication can often be construed as poor communication. But is it really? Often, we hear that information is on a need-to-know basis. Companies will silo their information to avoid information overload for different workers. This strategy helps ensure that communications is targeted for clearer instructions and improved productivity. 

There are times though when communication becomes too restricted and in a complex and high-stakes environment such as a chemical manufacturing plant, communication failures can have serious impacts on plant safety, productivity and performance. 

So how do companies find a balance? Digital applications can facilitate communication across shifts, functional departments and organizational tiers. These tools can ensure that the relevant information goes to the “right” person, the person who needs the information to make an informed decision. This worker needs to access the information immediately and from a single access point to make faster decisions that ultimately benefit the entire operation.

According to a McKinsey report, the chemical industry had the potential for a three- to five-percentage-point improvement when production operations were digitalized. That was in 2017.

Fast forward to today and we know that as part of their digitalization strategy, about 45% of chemical companies have adopted hardware and software technology that captures data, analyzes it and then uses that data for predictability and overall operational efficiencies. And of those, 60% reported positive operational outcomes. But often the human element, the workers their input and output are not captured leading to poor communication. 

The Silo Problem

Chemical manufacturing involves highly specialized processes that require precise control and coordination across multiple shifts and various functional groups. When this alignment breaks down, plants are at increased risk for safety events, lost batches and quality issues. 

Communication silos result in:

• Lost or misunderstood directives leading to operational inefficiencies and an increased risk of errors. 
• Poor decisions on the part of managers operating without all the information they need.
• Failure to resolve equipment or production problems in a timely manner. 
• Inefficiencies due to a failure to share critical information between departments. 
• Increased potential for safety incidents due to a lack of coordinated response efforts.
• Lost opportunities for process improvements and hampered continuous improvement efforts. 

What causes communication silos? Silos often develop in chemical manufacturing plants due to organizational complexity, the highly specialized nature of functional groups, and the realities of shift-based operations. 

• Organizational hierarchies: Chemical plants typically have a multi-layered hierarchical structure, which can slow down communication and create barriers between different levels of the organization. This can result in critical information not reaching the right people at the right time, leading to misalignment and inefficiencies.
• Functional groups: Each functional group—such as production, quality control and maintenance—operates with a high degree of specialization. While this specialization is necessary for safe and effective operations, it often leads to teams working in isolation and failing to share important information across departments.
• Shift handover: In 24/7 operations, effective communication during shift handovers is crucial. However, without structured handover processes, vital information can be lost or misunderstood between shifts, leading to continuity problems, errors and safety issues.

At the same time, chemical plants are complex environments that generate large amounts of data and rely on a sophisticated stack of software and technology solutions. Data silos can easily develop when different systems, such as SCADA, ERP and MES, are not properly integrated. When different teams rely on separate data sources and analyses, it leads to fragmented views of the same operations, causing misalignment and inefficiencies. This can result in inconsistent decision-making, as teams base their actions on incomplete or conflicting information. Furthermore, the lack of integrated data hampers the ability to perform comprehensive analyses, identify trends and implement effective improvements across the plant.

What chemical manufacturers need is a “single source of truth” that integrates data across platforms and facilitates communication across hierarchies, shifts and departments. Integrated technology solutions that consolidate data and enable seamless information flow across all levels and functions of the organization can help to break down communication silos in chemical plants. Implementing collaboration platforms and real-time data integration tools can bridge the gaps between departments, shifts and hierarchical tiers.

Digitalizing Tiers to Break Down Organizational Silos

Digitalization tools can address communication and collaboration challenges in 24/7 process industries. The software includes tools to digitize shift handover communication. It acts as a centralized knowledge management platform, increasing transparency and alignment throughout the organization. This unified approach eliminates confusion and discrepancies, leading to improved decision-making, enhanced collaboration, increased accountability and improved operational efficiency. 

A centralized knowledge management platform enhances performance in several ways. 

• Real-Time Data Access: All team members have access to the same up-to-date information, ensuring everyone is on the same page. This reduces the risk of errors and misaligned decisions.
• Enhanced Visibility: Dashboards visualize key performance indicators (KPIs) and critical metrics, making it easier for teams to monitor progress and identify issues quickly.
• Structured Communication: Clear protocols for shift handovers and tier meetings ensure that important information is effectively communicated to the right teams, reducing the likelihood of misunderstandings and missed directives.
• Transparency: By making information accessible to all relevant stakeholders, these platforms foster a culture of transparency and accountability.
• Unified Data View: Consolidating data from various sources provides a comprehensive view of operations, enabling more informed decision-making.
• Consistent Data: Integrated systems ensure that all teams work with the same data, reducing discrepancies and fostering alignment.
• Advanced Analytics: With all data in one place, it becomes possible to perform advanced analytics, identify trends, and implement data-driven improvements.

One key element of the centralized knowledge management platform is to streamline communication at various critical points in the manufacturing process, including shift handovers between operators and team leads; daily review meetings between team leads and production management; value stream meetings involving lab work, engineering, production management and quality assurance/control; daily plant board huddles; and management walkthroughs. Digital tier boards centralize information and facilitate information flow both up and down the hierarchy of the organization. 

• Strategic priorities, policies and directives cascade down across the tiers, so everyone is on the same page—from the top floor to the shop floor. This reduces errors and increases compliance for enhanced safety, quality and productivity. For example, when a new safety protocol is introduced, Tier boards ensure that it is communicated effectively to all shifts and departments, minimizing the risk of accidents and ensuring regulatory compliance.
• Issues, problems and ideas escalate up until they reach the appropriate level for resolution or action. This speeds up problem resolution and ensures that good ideas from the floor get the attention they deserve, enhancing continuous improvement initiatives. For instance, if an operator identifies a recurring equipment malfunction, the issue can be quickly escalated through the tier levels, leading to a timely maintenance resolution and minimized downtime.

A digitalized collaboration dashboard speeds up information transfer for efficient problem-solving and performance improvement. Imagine a scenario where a quality control team identifies a batch inconsistency during a late-night shift. Using digital tier boards, this information is promptly shared with production management, who can then initiate corrective actions before the next shift begins. Similarly, during a daily review meeting, team leads might highlight a potential efficiency improvement observed by an operator, which can then be discussed in a value-stream meeting and implemented across the plant, driving overall productivity gains.

For chemical manufacturers, having a centralized knowledge management will transform operations. Meetings are now shorter and more productive, since everyone starts with the same information. Problems are resolved faster, reducing downtime, especially unplanned downtime. Important information for each shift—such as event logs and temporary instructions—is clearly documented and accessible to everyone, even if they missed the shift handover meeting. Automatic notifications and information transfers keep other departments, like maintenance and scheduling, in the loop. Other operational improvements include: 

• Clear communication of tasks and priorities, resulting in fewer mistakes, lost requests and production delays. 
• Greater alignment between teams and shifts, resulting in fewer questions from operators and enhancing compliance with directives. 
• Faster throughput times, optimized production processes and improved asset care. 

One of the keys to a successful digital transformation is embracing a people-centered approach to digitalization. Digital tools were specifically designed to fit in with existing workflows and organizational structures. Organizations that begin their digital journey need to use effective change-management strategies, including appropriate training at all levels of the organization. Implementing digitalization with the needs of the people in the organization in mind maximizes user acceptance and benefits. 

By breaking down communication silos, chemical manufacturers can ensure better collaboration and alignment, leading to safer, more efficient and more productive operations. The right digital tools can make it happen. ⊕