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 problems at the Port Talbot Strip Products site. The site was experiencing lost, damaged and stolen equipments in their depot operations. Using quality tools and techniques, this paper arrives at a proposal for using an online computer based material resource programme as well as 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 implemented a quality 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. The continuous improvement programme focuses on making small improvements across all function.
This paper aims at exploring and evaluating a selected business process and operations in Corus, particularly in the Port Talbot Strip