hr interventi
TRANSCRIPT
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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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