The organisation implemented a philosophy and culture which they called The Corus Way in order to sustain competitiveness, productivity and profitability. Along with this philosophy is the practice of continuous improvement programmes across the company.
Specifically, this paper explores the applicability of the Corus Way and Continuous Improvement Programmes in the Port Talbot Strip Products site. The site was experiencing lost, damaged and stolen equipments in their depot operations. The problem was investigated through a structured questionnaire where the results were collated, summarised and analysed. Using quality tools and techniques, this paper arrives at four recommendations for the improvement of the depot operations in accordance to the Corus Way.
Corus Group is an international metals organization. The core competence of the company is providing steel and aluminium products and service to different market sectors. It is one of the top ten steel producers in the world. The customer base of Corus mostly comprises of businesses in the automotive, aerospace, packaging, engineering, building and construction markets. (Datamonitor, 2008)
Corus Group has operations in thirty different countries reaching over Europe, Asia and other international markets. In Europe, UK is the major market of the organization. The company is headquartered in London and employs 21,300 people in UK. (Datamonitor, 2008)
Corus was created in 1999 through a merger of British Steel and Koninklijle Hoogovens, a Netherlands-based company. In 2004, Philippe Varin, CEO, initiated and launched the Restoring Success programme which aimed at closing competitive gap between Corus and the European competitors. The program includes waste minimization and process simplification where waste is reduced and unnecessary copying of activities is eliminated. (Continuous Improvement - The Corus Way, 2006)
In 2005, Corus implemented a programme to create real value in steel. The programme was named - The Corus Way. Part and parcel of the programme is aiming at adopting world-class processes based on Continuous Improvement. The objective of continuous improvement is to eliminate and prevent waste.
In view of the above program, this paper aims at exploring and evaluating the continuous improvement programs in Corus, particularly in the Port Talbot Strip Products site. The continuous improvement programme focuses on making small improvements across all function. For purposes of this paper, the centre of interest is on inventory management at the Port Talbot Site, specifically the equipments and materials used by employees.
The equipment depot's function is to provide the equipment needed by workers to perform their jobs and responsibilities such as assembly and repairs. Inexpensive tools such as hammers, screwdrivers, and so on are provided to employees. Each new employee is initially provided with a toolbox and a minimal number of tools. Those tools are theirs to keep. At the end of the year, the department give them a