Hr interventi

8/2/2019 Hr interventi

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HR INTERVENTIONS AT ROURKELA

STEEL PLANT

PRESENTED TO

ASST. PROF. SUKHADA TAMBE


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PRESENTED BY

* CHETAN RANEC-07

* HARDIK MEHTA...C-10

* MANALI PATILC - 38

* SWAPNIL MULEY.C - 42

* TEJASWINI DHARANKARC - 44


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BACKGROUND

Started in the year 1959

A unit of Steel Authority of India Limited

Located in Orissa

Employee strength 24,000

Turnover of Rs. 19 billion per annum

Country wide marketing network


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.Background

Major producer of a diversified steel products

A positive work culture

Heavy losses during 1990s

* Market slump,

* Stiff Competition

* High Input cost

* Interest burden

Post 2001, CEO launched a series of initiatives


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NEW INTERVENTIONS

A major initiative Quality improvement process

Plant adopted Quality Assurance System


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Three-tier monitoring set up

Quality improvement teams in differentwork areas.

Committee at the level of the work head

Apex steering committee at the CEOslevel


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Impact

Group awards Motivating platform to make presentations

Trigger off a series of more initiatives in new areas

Training efforts involved more people in the improvement culture

Quality culture gained momentum


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Contd

Customer orientation was inbuilt into the systems

Priority of achieving zero defect

Project teams developed self-reliance

Experience taken up as a part of the core change interventions

to achieve turnaround of the company

Integration of the quality culture with the organizational

performance was the decisive factor


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Question

Illustrate with suitable example how HR strategy of the judiciousinvolvement of workers in the turnaround of Rourkela Steel Plantworked wonders.


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Problem in Captive power plant

- high diversion of high pressure steam generated

- resulted in loss of Rs 11.6 MN per year.

Impact of HR strategy

-identified root causes (coal jamming, leakage of boilers etc.)-implemented corrective action- modification in equipment

concerned.

-improvement brought down the steam diversion to almost nil.


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Illustration 2

Problem at steel producing shop-frequent tripping of industrial fans

- caused considerable production delay

Impact of HR strategy

Diagnosed rootcause

Dust deposit onfan

Poor quality fluxmaterial

Erosion and

corrosion of fan

Corrective actionstaken

Regular cleaning

Using improvedquality flux

Reducing its retentionin bunkers to avoid

dust accumulation


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Question

Do you think this kind of strategy can be replicated in the casesof other loss making public sector enterprises?


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Answer

Yes


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