Lamentations on Chemistry

I have known a few plant production managers at several facilities in my career and they seem to share particular attributes. No doubt they fall into a particular Myers-Briggs type.  I can say without a doubt that I am personally disqualified from such activity because I tend to be more of the absentminded professor type.   It takes a certain breed of cat to manage any kind of production facility.  Indeed, your average construction site superintendant is probably better suited to manage a chemical plant than is a chemist. 

Well, OK. That was a bit harsh.  Many chemists could do it if they had to. But if you owned a chemical company and were looking for a new plant manager, you’d probably find that the pool of candidates didn’t include many chemists. There, that is more polite.  Chemists are often tweakers by nature and a chemical plant is not a place for experiments. Plant managers live by the production schedule. They are both masters of and slaves to this schedule.  Their whole careers are about the coordination of material flows- the arrival of raw materials, processing, and the logistics of shipping.

A chemical plant is a big machine through which flows a large stream of money.  Money flows in one side of this machine and out the other side.  Jets of cash flow outward to payroll and raw material vendors. The production manager never forgets that the inflowing stream must always be bigger than the outflowing stream.  Customers insist on just-in-time delivery of products, but they also want 60 days net with a lot of other strings.  The relationship between the controller and the plant manager may be chronically strained.

People who run production plants are really engineers, irrespective of whether or not they hold a diploma in engineering.  Scientists find the thread between cause and effect.  Engineers take that thread and figure out how to use it for fun and profit. Sure, some scientists have engineering sense and some engineers have scientific sense.  But a plant manager is all about running the plant at full speed. When they make tweaks, it is usually on the engineering side.  Usually they are loath to alter chemistry.

In the Navy they have a saying- Fight the Ship.  Use every part of the boat to your advantage.  Slap ‘em with the rudder if it comes to that.  A good production manager is crafty, thrifty, and when needed, a brutal task master.  He knows his crew and can and will push them to the edge when needed. 

A really smart plant manager will find and keep the best maintenance people he/she can find.  In fact, a savvy plant manager will always vote to throw a chemist overboard rather than let a maintenance person go.  One of the least acknowledged groups at a chemical plant is the maintenance crew.  To keep the plant up and running you need the skill sets of plumbers, welders, pipefitters, machinists, electricians, iron workers, carpenters, tinners, and a bunch of general handymen and gofers.  Usually you hire people with multiple skill sets.

The best plant managers are steely-eyed SOB’s who speak softly and command respect and maybe a little fear. A plant manager must be able to work effectively with arrogant executives, stubborn accountants, egghead scientists, angry admin staff, defensive production people, and sly construction contractors.  The people skills are as important as the technical skills.

If I were going to hire people for key management positions in a plant, I would hire people from the nuclear Navy. As a group, they have already been screened for many attributes useful to a chemical plant. They tend to be high achievers, have good quantitative skills, have been highly trained for work in hazardous environments, and they understand the importance of following protocol.