Steel Works, Inc.
Steel Works, Inc. is a manufacturer of customand specialty use steels with annual sales of $400million in 1993. Founded in 1980 by three brilliantmaterial scientists from MIT, the company nowemploys more than 2500 people at 5 differentlocations. With its first product, DuraBend™, thecompany earned a reputation as a high technologyprovider and quickly established a niche positionin what is typically regarded as a commoditymarket. Its two divisions, Specialty Products andCustom Products, are very separate and distinctbusinesses.
Lemming’s first interview of the morning waswith Stephanie Williams, President of the Customdivision. “Our motto is ‘The Customer ComesFirst, Second, and Third, But Never Last’”explained Ms. Williams. “The Custom divisiondevelops most of its products under contract for asingle customer, for sale exclusively to thatcustomer, and works very closely with them frombefore a product is invented until our product is apart of their product. We have the best scientistsand engineers in the world, and that is why thebiggest companies in the U.S. come to
. We’vedesigned the metals that make our customers’products work great. That’s why we typicallyaren’t allowed to sell our products to anyone butthe original customer – our customers’competitors would love to buy from us.”Williams went on to explain that eventuallywhen a product is no longer leading-edge, theCustom division will negotiate with the customerto allow Steel Works to sell the product to anyone.“Such discussions are an art form,” explainsStephanie, “but it can make a huge difference insales revenues for us.”“Take DuraFlex™ R23, for example. Wedeveloped that under contract for one of the bigthree auto companies. It took us over a year todevelop, and there is still no product like it in themarketplace. Yet we were able to convince ourcustomer to allow us to sell it openly on themarket at a 30% premium over what we chargethem. We still sell in large volumes to ourcustomer, and Specialty Products makes a smallfortune manufacturing the exact same steel andselling it at a higher price to four other automanufacturers and a copier company.”Williams displayed a schematic of CustomProducts’ manufacturing system. The threemanufacturing sites were each located within afew miles of one of Custom Products’ three R&Dcenters, which served the West, Midwest, andEastern regions of the U.S. Customers and theirproducts were each assigned to a specific plantand R&D center. Steel Works operated severalwarehouses located near the plants.The only question on Lemming’s mind waswhy the inventory levels were so high. The replywas direct and blunt: “We’ve got to keep ourcustomers happy. Customers aren’t satisfiedwhen you tell them that they have to wait threeweeks for delivery! We listened to that corporateinventory reduction mandate in 1991 and cut ourinventories back 20% and we were running out of product every week!”
“Let me tell you something,” Barry White saidas he stormed into the room, “we are
likeCustom.” Mr. White was President of theSpecialty division, whose sales have been the mosthard hit in recent months.“That Custom division has nothing to do allday but play in laboratories. We’re the ones out inthe marketplace selling every day and bringing in67% of this company’s revenue. I’ve got the bestsales force around, and they are what makes thisbusiness work.”“Custom thinks they’re so special becausethey’ve got some big customers, well guess what,so do we. Our largest customer in Specialty bringsin 10% of the revenue for this company, and it iswith blood, sweat and tears that we keep themand everyone else as our customer. You want tosolve some problems? Manufacturing is wherethe problems are, you should talk to them. I’vegot my plant managers screaming at me every daythat the CSR’s [customer service representatives]are screaming at them because the customers isscreaming at the CSR’s for not having any steel inthe warehouse to ship. And that’s not the CSR’sfault, it’s manufacturing’s fault.”“Last week the IS department comes knockingon my door telling me how great it would be if allof Steel Works was on a common computersystem, and wants me to pay $12mm for mydivision. They think they understand our business
...plan is part of a push to be closer to customers in markets where demand is surging for Japanese products such as cars. The company’s challenge will be to cope with the high cost of setting up a plant at a time when China’s slowing economy is causing a glut, said Shinya Yamada, an analyst with Credit Suisse Securities Japan Ltd. “It’s no use to go ahead with the project when the industry is struggling with excess steel supply,” said Yamada, who has an outperform rating for JFE shares. “The risk is high.” JFE rose 0.9 percent to 1,310 yen in Tokyo, paring the stock’s decline this year to 6 percent. The key Nikkei 225 Stock Average has gained 13 percent since Jan. 1. Feasibility Study JFE is studying whether to build integrated steelworks in Vietnam with Taiwan’s E United Group, which secured a site in the Dung Quat Economic Zone of the nation’s Quang Ngai Province, the Japanese company said in March. JFE will examine the feasibility of starting operations in 2016 with a capacity of 3.5 million metric tons a year, mainly of steel sheets, it said in the March 27 statement. JFE will control the operation. “The region will grow in the long term,” Hayashida said, referring to Southeast Asia. “We’ll still need to carefully consider the timing,” he said, adding that JFE will probably require five years to six years to develop the project. JFE Steel is in talks with Vietnam’s central and local government to secure infrastructure, including port, water and electricity......
Words: 782 - Pages: 4
A Report on an Excursion to
...Kano - Nguru Kaduna - Kafanchan - Kuru - Bauchi - Maiduguri, 885 kilometers (550 miles) Kuru - Jos, 55 kilometers (34 miles) Kafanchan - Makurdi - Enugu - Port Harcourt, 737 kilometers (458 miles) There are a few extensions of the 1,067 mm (3 ft 6 in) gauge network planned, but none of these have ever materialized since 1980, from Gusau on the branch to Kaura Namoda to Sokoto, 215 kilometers (134 miles), from Kano to Katsina, 175 kilometers (109 miles), and from Lagos to Asaba. In the centre of the country a 1,435 mm (4 ft 8 1/2 in) gauge (standard gauge) network is very slowly progressing, its main line extends over 217 kilometers (135 miles) from Oturkpo to the Ajaokuta steelwork. A further 51.2 kilometers (31.8 miles) line of standard gauge is operational between the Itakp1e mines and the Ajaokuta steelworks. There are plans to add more standard gauge lines to these ones: Ajaokuta to Abuja and Ajaokuta to the Port of Warri, together 500 kilometers (310 mi) and from Port Harcourt to Makurdi over a distance of 463 kilometers (288 miles). [V] In the past a 762 mm (2 ft 6 inches) gauge line operated between Zaria and Jos over a distance of 194 kilometers (121 miles), but this line has been closed and lifted long ago All these trains offer relatively new rolling-stock consisting of Couchette-type sleepers, air-conditioned first class sitting coaches and non-air conditioned economy class coaches. Trains to/from Lagos also offer buffet cars. Between Lagos and Ifaw, a distance of......
Words: 2830 - Pages: 12
Us Labor Movement
...The Homestead Steel Strike of 1892 resulted in violence as well. This particular strike came about during a time of conflict between labor and management throughout the entire country. Workers belonging to the Amalgamated Association of Iron and Steel Workers went on strike to protest a wage cut implemented by Andrew Carnegie’s Steel Company in Homestead, Pennsylvania. Henry Frick, the plants General Manager, was given unwavering support by Carnegie to do what he deemed fit, which was to cut wages and try to break the Amalgamated Association union. Of the 3,800 workers at the plant, only 750 belonged to the union; but 3,000 employees voted together for a workers strike. Henry Frick got word of the vote and built a fence around the steelworks plant with holes in the fence to fit rifles through and topped it with barbed wire and Frick had hired 300 Pinkerton detectives for protection of the plant. When workers got word of the newly hired police force, they mobilized and a fire fight between the two groups erupted. 3 detectives and 9 workers were laid to rest from the fighting. After the fighting stopped, the Governor ordered a state militia into Homestead. Four months after the strike started, the workers resources were severely depleted and they all returned to work. When the dust settled, the strike leaders were charged with murder while hundreds of others were charged with lesser crimes. Sympathetic jurors didn’t convict any of the men; however this incident......
Words: 1736 - Pages: 7
Nvq 3 Concreting
...concrete being destroyed. When the pour commenced, I made sure that I was adequately protected whilst working with wet concrete. All PPE was worn to minimise risk. When the pour was complete, we would tamp the concrete all over several times. The slab would then be left for a few hours to start to set. I would then use a pole ﬂoat to start to dress the surface prior to using a stiff ﬂoor brush to drag across the slab for effect and the dressing the edges with an edging trowel. The client was told not to drive on it for 5 days so that the slab has plenty of time to go off. This process was repeated 4 more times. The ﬁnal stage was a bit more complex, this involved the slab around the grain pit. The slab around the grain pit had a lot of steelwork within it, this was to carry the steel grid above the pit and access to a inspection chamber. I had to work out the surface area as before but I had to subtract the surface area of the pit to calculate my concrete volume. This stage of the project was critical because this is where the whole project had to be 100% precise. It involved welders, steel fabricators, the grain auger being ﬁtted and my brickwork, concreting skills and calculations. Thankfully it all came together considering the Client only letting me having nearly zero tolerances to work with. ...
Words: 630 - Pages: 3
...1. Based on the spreadsheet data, how would you characterize Steel Works’ products? What about Steel Works’ customers? Given your answer and the information in the case what does this suggest? Company Profile: Steelworks Inc., from the case produces seven different types of products from both specialty and custom products. From the case it’s evident that the specialty product contribute to 67% of the revenue produced by the company. The specialty products ideally deal with small business customer whose annual business range is less that 1 million. The custom division produces products for large business customers and its essential that they hold stock in the inventory throughout the year to cater the needs of the customers. From the case its also mentioned that Steelworks Inc. have been spending more money on the stocks in the inventory. The products produced by the company are Durabend R10- Specialty Durabend R12- Specialty Durabend R15- Specialty Duraflex R10- Custom Duraflex R12-Custom Duraflex R15-Custom Duraflex R23-Custom From the limited information we have from the case study, Duraflex R23 is a custom product made for single customer. Its been produced at one of the three plants located near one of the three R&D centres. Revenue and Sales: From the Excel sheets its clear the Durabend R15 and Durabend R12 have high revenue on the sales of the company. Its also clear from the sheet that the production and selling price of the products are in...
Words: 1687 - Pages: 7
... 1.0 Introduction There are several praenomen will affect on individual perform when they were in the work. And in this paper I will focus on leadership and motivation. Moreover, personal perform in the workplace will be affect on leadership and motivation which I will analyse in this assignment. As well as, I will evaluate the theory and make a discussion which will be linked to the Virgin Media. Additionally, I will choose some significant points to indicate how leadership and motivation work in Virgin Media. 2.0 Theories on leadership and motivation 2.1 leadership Taylor develops "scientific management " as he worked his way up from a labourer to a works manager in a US steelworks(Jim Riley 2012). And in his research, he made three key assumption about human behaviour at work. Firstly, man is rational economic animal concerned with maximising his economic gain. Secondly, people respond as individuals, not as groups. Thirdly, people can be treated in a standardize fashion, like machines. Additionally, in Taylor's approach shows the amount of money they will be paid i is equal their workload. In this case, the clearly weakness in his approach is he ignores the difference in people. The approach cannot suit all kinds of people. Besides, he indicated the money is only element which employee work for(Adro Lado 2004). This is also a mistake, it is not for every people. Sometimes, people work for experience or the job...
Words: 782 - Pages: 4
...catchment area of 3 million ← Bus station en route to many places e.g. Birmingham and Wolverhampton ← Waterfront building opposite overviews canal with bars and restaurants ← Previously railway underneath, failed due to safety and problems over ownership ← Enterprise zone in 1980’s made planning easy ← The area it was built on was over the steelwork industry factory and Merry Hill farm and wildlife area, even though it received many complaints and protests ← The building was so big that the canal was shut off for a while due to safety concerns Reasons: ← Close to highly populated cities (conurbation) ← Easy access from M5 motorway with buses and A roads ← One of the enterprise zones and people took advantage of planning conditions ← Need for jobs and business in the area ← Plenty of space, including both Brownfield and Greenfield ← No other shopping centres in the West Impact: |Positives |Negatives | |Many new easy jobs made |Destroyed Merry Hill farm, the steelworks, wildlife and green | |Large area for eating shopping and for entertainment |space | |Unique and larger shops led to the multiplier effect |Temporary access restriction on canal | |Friendly and cheap |Many......
Words: 5277 - Pages: 22
...etc. In this few years, India’s steel industry had been modernised, although the majority of India’s steel was still produced with the inefficient open-hearth process. Tata Steel tried to use a more effective way of continuous casting its steelworks. It increased the capacity from 7 million tonne per annum to 10 million tonne in 2010. Along with expanding the capacity of its existing facilities, Tata Steel has established a numbers of green-field projects to increase its capacity as well. These projects included 6 million tonne per annum pant at Orissa and 5 million tonne per annum plant at Chhattisgarh, etc. While there were local mines of iron ore and coking coal at Jamshedpur, the domestic raw material recourses were inefficient to supply the growing Indian steel industry. The hard coal deposits in India were in low quality, and therefore importation of hard coal had increased within the last five years ‘by a total of 40% to nearly 30 million tonnes.’ This made Tata steel sensitive to fluctuations in the price of raw materials from other countries, and they also had the added costs of importing these raw materials. The productivity of the workers in India was not too outstanding if compared with the workers at European based steelworks. Crude steel output at the biggest Indian Steelmaker is roughly 144 tonnes per worker per year, whereas in Western Europe the figure is around 600 tonnes. This performance could be somehow caused by the country’s poor infrastructure, as......
Words: 2057 - Pages: 9
With Reference to Examples, Discuss the Overall Effectiveness of Urban Regeneration Schemes
...abandoned steel mills. The SDC then attempted to improve access to the area by laying down a major road through the middle of the region and creating a link road from J34 of the M1. In 1997, Sheffield City airport also opened on land that had previously been mined for coal and was being used as a waste tip, however, economically this did not improve much access as it closed in 2008 due to it being financially unviable, it wasn’t that well known in the UK compared to Manchester and Leeds Bradford and was only used occasionally was commercial flights. The most famous development came in 1987 with the building of Meadowhall at the end of the Lower Don Valley. Meadowhall opened in September 1990 on the brownfield site of the former Hadfield’s steelworks and has a 1.5 million sq ft on floor space. It created over 8,000 jobs, nevertheless Meadowhall had a negative effect of the central business district (CBD) and in particular the economic decline of the CBD, e.g. football in the CBD fell by 60% and never recovered, as well as the 8,000 jobs it created were mainly part time and favoured women and so the SDC did not help and manage the mass unemployment of men connected with the steel industry. This scheme as tried to improve the environment quality of the area by planting over 160,000 trees and shrubs and regenerating the Sheffield ad South Yorkshire navigation which is a system of canals that ran through the city. Although the SCD ceased in 1997 the area continued to thrive and......
Words: 2087 - Pages: 9
Russian Revolution 1910
...effort, instead of to supply them. Serious fuel shortages by the end of 1916. • Soldiers deserting due to defeats and lack of equipment, leading to chaos at home. • Severe winter of 1916-17 made food and fuel shortages more serious. SECTION C) The Revolutions of 1917 and the Provisional Government: i. The Fall of the Tsar (February / March Revolution – 1917) [NB. The confusion about dates is because the Russians were using a different calendar from the West in 1917. What was February in Russia was March in the rest of the world. After the October / November Revolution the calendar was changed to match the West] • Severe weather of 1916-17 winter further worsened the economic situation. • Strikes began at the Putilov Steelworks in Petrograd • Demonstrations against the Tsar’s government increased but Tsarina failed to warn her husband; Nicholas ignored warnings of the Duma and advice to introduce reforms • Mass demonstrations in Petrograd — including Women’s March. Demonstrations spread elsewhere; shortages led to bread queues turning into riots. • Duma (led by Kerensky) set up Provisional Government against Tsar’s wishes and Soviets (councils) began stirring up trouble among workers. • Tsar decided to return to Petrograd but too late — train was stopped by rebels; generals said they could no longer support him (and Cossacks had refused to shoot at rioters). • Tsar decided to abdicate — replaced by the Provisional Government (basically the old......
Words: 1435 - Pages: 6
Integrated Building Services
...or may be suspended below the floor. Structural floors may have a directly applied floor finish, or a screed, or a raised floor to provide distribution of electrical and communication services. The following floor systems are described: Composite beams and composite slabs. Integrated floor beams Cellular beams (either using hot rolled steel sections or fabricated sections). Composite beams with precast concrete units. Integrated floor beams (also known as slim floor beams). Non-composite beams with pre-fabricated concrete slabs 1.1 Composite Floors Composite floors comprise profiled steel decking, which is lifted onto the steelwork in bundles and usually man-handled into position. A fall arrest system is installed immediately after the steelwork and before the decking is placed. Decking is usually placed soon after the steelwork is erected. 2 Integrated Building Services installation in Floors 1.2 Service Integration Despite the move to greater energy efficiency in buildings and, where possible, the use of natural ventilation strategies, most large commercial buildings will continue to require some form of mechanical ventilation and air conditioning. The provision for such systems is of critical importance as it affects the layout and type of members chosen in the structure. The basic decision to either integrate the services within the structural depth or to suspend the services below the structure affects the choice of structure, the fire......
Words: 1004 - Pages: 5
...continually developing the capability of their international workforce, they can continue enhancing Cape's reputation for world-class service delivery. Cape Vision To conduct their business in a fair and professional manner in full compliance with all relevant legislation with the countries they operate. Cape Belief Their success is based on a reputation as an ethical company They take their responsibilities to their employees, customers and other stakeholders seriously and strive to work to the highest standards. Market Analysis Market Background: Scaffolding - Providing expertise, resources and an emphasis on safety, to support large secure industrial assets internationally in several sectors, including shipbuilding, defence, steelworks and commercial construction. Oil and gas onshore - Building strong, lasting relationships with national and international companies in the downstream oil and gas sector, and deploying large resources of qualified personnel and appropriate equipment to work to site-specific operating procedures, often in hazardous environments. Oil and gas offshore - Providing a wide range of services to some of the world’s biggest oil and gas companies, as well as to smaller, independent operators, our multi-disciplinary activities focus on the fabric maintenance of later cycle production assets. Power generation - Offering exceptional experience and expertise in the power generation sector, as well as an ability to deliver a rapid......
Words: 2475 - Pages: 10
...deepening of the rafter sections. This form of continuous frame structure is stable in its plane and provides a clear span that is unobstructed by bracing. They are very efficient for enclosing large volumes; therefore they are often used for industrial, storage, retail and commercial applications as well as for agricultural purposes. A portal frame building comprises a series of transverse frames braced longitudinally. The primary steelwork consists of columns and rafters, which form portal frames, and bracing. The end frame (gable frame) can be either a portal frame or a braced arrangement of columns and rafters. The light gauge secondary steelwork consists of side rails for walls and purlins for the roof. The secondary steelwork supports the building envelope, but also plays an important role in restraining the primary steelwork. The roof and wall cladding separate the enclosed space from the external environment as well as providing thermal and acoustic insulation. The structural role of the cladding is to transfer loads to secondary steelwork and also to restrain the flange of the purlin or rail to which it is attached. TYPES OF PORTAL FRAMES Many different forms of portal frames may be constructed. Frame types described below give an overview of types of portal construction with typical features illustrated. This information only provides typical details and is not meant to dictate any limits on the use of any particular structural form. Pitched......
Words: 2094 - Pages: 9
How to Prevent Global Warming
...emitted from each steel plant, settling as a fine red powder across the neighbourhood. Today, annual emissions are measured in tonnes rather than kilotonnes. Dust emissions from UK steelworks fell by 57 per cent between 1980 and 1990 and accounted for less than 0.5 per cent of total UK particle emissions. Dust falling in the neighbourhood of Kawasaki Steel in Japan has been reduced from 140 tonnes per sq km in 1968 to 10 tonnes per sq km in 1995. Not only dust levels, but also gaseous emissions of carbon dioxide, sulphur dioxide, and oxides of nitrogen from steelworks have been substantially reduced compared with the levels of 30 years ago. In the United Kingdom steelworks reduced carbon dioxide emissions (a contributor to global warming) by 37 per cent between 1980 and 1990, when they accounted for 3 per cent of the United Kingdom's total carbon dioxide output. Sulphur dioxide emissions, a major source of acid rain, were reduced by UK steelworks by 60 per cent between 1980 and 1990, and now represent less than 3 per cent of the United Kingdom's total sulphur dioxide emissions. In Japan emissions of sulphur dioxide at the Keihin Works have been reduced by a factor of 24 in the past 30 years. Similar reductions are now being achieved at most steelworks in industrialized countries, as well as substantial reductions in the former Soviet Union and Eastern and Central Europe. The reduction in carbon dioxide emission is a result of......
Words: 1091 - Pages: 5
...(Commerce Minister, India) said. "Not only India is seeking foreign investment, but Indian companies are emerging investors in other countries." Ratan Tata has said he is confident the two companies have “a cultural fit and similar work practices.” Nearly 30 years ago J.R.D Tata had lured away a young engineer from Corus’s predecessor company, British Steel, to work at Tata Steel. That young Sheffield-educated engineer – Sir Jamshed J. Irani (Knighted by the Queen 10 years ago) – was Tata Steel’s managing director until six years ago. Corus and Steel Production in the U.K Corus Group plc was formed on 6th October 1999, through the merger of two companies, British Steel and Koninklijke Hoogovens, following the privatization of many steelworks companies by the U.K. government. The company consists of four divisions which include: Strip Products, Long Products, Aluminum and Distribution and Building Systems. With headquarters in London, Corus operates as an international company, satisfying the demand of many steel customers worldwide. Its core business comprises of manufacturing, development and allocation of steel and aluminum products and services. The company has a wide variety of products and services which comprise of the manufacturing of electrical steel, narrow strip, plates, packaging steel, plated steel strip, semi finished steel, tube products, wire rod and rail products and services. However, the company is also engaged in providing a variety of services......
Words: 1214 - Pages: 5