abhishreshthaa
Abhijeet S
<h3>Human Resource, Change Management Case Study sample of TATA STEEL</h3>
TATA STEEL:
3 - Cs Excellence Model
Change - Mutate & improve continuously
Cost - Ruthless cutting of wasteful exp.
Customer - Strive relentlessly to build relationships and influence consumption
Change Drivers:
COST REDUCTION
Raw Material Cost
Cost Pertaining To Manpower
MANAGING THE UNIONS
SPREADING THE PERFORMANCE CULTURE
QUALITY STANDARDS
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TATA STEEL:
- Ranked as in a field of 12 of the best Steel companies globally -- World Steel Dynamics
- Modestly claims to be among the five lowest cost producers of steel.
3 - Cs Excellence Model
Change - Mutate & improve continuously
Cost - Ruthless cutting of wasteful exp.
Customer - Strive relentlessly to build relationships and influence consumption
Change Drivers:
- Changes are carried out in a specific direction to achieve certain objectives.
- Strategic Objectives of TATA Steel:
- Create wealth
- Create a culture of continuous learning and change
- Achieve world class status in services and products
- Reach the position of the most cost competitive steel producer
- Establish industry leadership
COST REDUCTION
- Cost is a sustainable competitive advantage.
- Cost was checked in two major areas
- 1. Raw Material
- 2. Labour Cost
Raw Material Cost
- Improved sinsters to use not only iron ore but also ‘blue dust’ found in mines thereby increasing the life of mines
- Developing the technology of using medium-coking coal available in India rather than good quality coking coal which had to be imported, through a R&D effort of 10 years.
Cost Pertaining To Manpower
- 78,000 employees in late 80s
- Started chipping away workforce by few thousands every year.
- The process still continues and the optimum workforce number keeps evolving.
- Resentment among workers and unions
MANAGING THE UNIONS
- Created awareness for the upcoming change by giving examples to the unions.
- Sent some union leaders to South-East Asia and Japan to see the high levels of productivity.
- Message given out was ‘Better productivity and better safety’ is beneficial to both management and workers.
- All this could be achieved by being open and transparent to the unions and treating them well.
SPREADING THE PERFORMANCE CULTURE
- Started by installing a new CRM, fencing it and calling it new plant
- People selected to work had different layers than others, and had profit sharing type bonus.
- Within 2 to 3 years others also started asking for similar schemes.
- Unions realize that it better to have few people earning better than many earning small amounts.
QUALITY STANDARDS
- Adopted many good quality practices like benchmarking, value engineering, six sigma, ISO 9000 etc.
- Won JRDQV award in 2001
- Enticed the workers to be quality conscious by
- . Giving emblems to the members of quality circles.
- . Recognizing the man of the month.
- . Convinced the unions by contributing around
- Rs.3-4 crore to improve the quality of wmployees by getting their quarters repaired.
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