Corus Case Study Introduction: ? Corus businesses. ? Market, Steel ? CCI needs to differentiate itself from the competitors in order to grow in the business. Model of Planned Organizational Change (Pg 336) Forces for Change: External: Low cost of Steel Internal: Lack of Capital for a Green field site Need for Change: ? CCI needs to differentiate itself from the competitors in order to grow in the business. ? They need to concentrate on the process improvements in order to get the best out of the existing infrastructure. Performance Gap (Disparity between existing and desired performance levels. ? SWOT (if possible ???????????? ) Implementing the Change: Vision of the company [pic] Vision “We aspire to be the world steel industry benchmark for value creation and corporate citizenship. ” Value creation Corus differentiates itself through innovation and delivering leading edge solution from its competitors for company’s growth. Steel industry is the big market. The raw material is inexpensive. In order to standing out from the crowd, Corus add value creation by offering premium products and services.
They used TQM, continuous improvement and KPI to create value and meet customer satisfaction. Corporate citizenship Corus trains its workers on how to act with a sense of responsibility, integrity and respect. They provide knowledge how the production flow and how to eliminate cost and waste. This can help Corus to work effective, reduce unnecessary cost, on the other hand, this process is also concern about environment as well. Work Culture Team work is one of the key factors in Corus. Manager coordinated with 40 Coaches for facilitating improvement training.
Corus believes that success is from emerges from the person engagement with the company, not just depend on employees’ expertise and effort. It In order to create engagement, Corus encourage two way communications. Employees can forward their comments on the points that they think those will help to improve organization or how to change to make better. Everyone in organization understand and support the plan. Workshops have taken place to explain company’s vision and why some small and continuous change is very important to different Corus from its competitiors.
TQM (Pg 593) TQM Techniques: Continuous Improvement ? Since they found that they can improve the performance by reducing the Waste they dealt with Lean Production Model. o Lean Production Model o (If possible we can include Horizontal Linkages Pg 325) This is for taking the process maps in the Manufacturing process and identifying the change. o KPIs ? Quality Circles (CI Coaches) ? Reduced Cycle Time (Lead time) ? Bench Marking Implementation Tactics: (Pg 342) ? Communication and Education ? Participation Top Management Support Conclusion? KPI is the measuring tool for helping organization defines how successful it is in each area that want to measure. Without measuring tool, organization will not know how well they are, whether For Corus, they use KPI to measure the backlog of customer orders, meeting targets for rolling steel plat. After they get the KPI result, they can review result internally among each division and then compare, benchmark with their competitors and other producers in Steel industry.
Without KPI and benchmark, they will not know how well they are and what their standing point in the steel market. KPIs can be help to answer the question, “What is the area that they are good at? ” “How well they can control inventory? ” “What are the areas that they should improve in order to get customer satisfaction? KPI is a key part of a measurable objective, which is made up of a direction, KPI, benchmark, target, and time frame. KPI help to evaluation the progress towards its vison and long-term goals.