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The hr intervention at rourkela steel plant

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The HR intervention at Rourkela Steel Plant aimed to involve employees in building a culture of continuous quality improvement. The plant launched a new initiative to implement a unique quality improvement process across the organization. Training programs were held for executives, managers, supervisors, and employees to learn the improvement process and work effectively in cross-functional teams to identify quality issues, calculate losses, and implement solutions. The goal was to drive organizational changes and sustain quality improvements across all productivity areas of the plant.

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THE HR INTERVENTION AT ROURKELA STEEL PLANT: Involving People In Quality-Driven Improvement Culture PRESENTED BY:- VIDHI RAI EKTA SHARMA ANKITA SHARMA
BACKGROUND • Rourkela Steel Plant is an integrated steel plant located in the state of Orissa. • An employee strength of around 24,000 and a production capacity of 1.67 million tonnes of saleable steel per year. • It was started in the year 1959,the plant is a unit of Steel Authority of India Limited (SAIL),a public sector holding company consisting of seven manufacturing plants contributing to the nation a total of 12 million tonnes of steel and having a turnover of INR 19 billion per annum.
Continued.. • Rourkela Steel Plant is a major producer of a diversified range of sophisticated steel products such as plates, coils, sheets, pipes etc. • During the 1990’s, Rourkela Steel Plant incurred heavy losses every year due to various factors such as market slump, stiff competition, high input cost.
Continued.. • Since 2001, the dynamic CEO of the plant launched a series of initiatives for involving people in a turn around drive. • The major initiative was focused on regular communication exercises on the priorities of the plants performance, involving a direct interaction of the CEO with batch by batch, covering the entire workforce.
New Intervention.. • One major initiative taken at Rourkela Steel Plant against this backdrop was the launching of a plant-wide intervention for a Unique Quality Improvement Process through active participation of employees in building a culture of continuous improvement. • Keeping in view the importance of quality the plant had already adopted the Quality Assurance System under ISO 9001 Certification.
Continued.. • In the wake of the turnaround initiatives, the plant identified the need for this new initiative of Quality Improvement Process for bringing about core changes in the work culture and sustaining quality improvements in all the productivity related areas.
Implementation (Training,Team Efforts, Improvements And Monitoring) • The Objectives for the Intervention were formulated keeping the organizational needs in view and communicated across the organization . • Training was the first step initiated to ensure an effective implementation process . • A special programme was organized for the CEO and the senior executives heading the different functions.
Continued.. • A series of training programmes on the Quality Improvement Process was also organized for the key managers, supervisors and employee working in the areas identified for improvement. • It was emphasized that people should demonstrate commitment to the achievement of quality efficiency, learn to work as effective teams and exhibit a zeal for improvement and innovation .
Continued.. • The inputs were focused on identifying the areas of quality deviations, calculating the losses due to deviations, constituting the project teams and methodology of implementation. • Managers from the different departments were selected and trained as trainers who in turn conducted training on QIP for employees.
The hr intervention at rourkela steel plant
The hr intervention at rourkela steel plant

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The hr intervention at rourkela steel plant

  • 1. THE HR INTERVENTION AT ROURKELA STEEL PLANT: Involving People In Quality-Driven Improvement Culture PRESENTED BY:- VIDHI RAI EKTA SHARMA ANKITA SHARMA
  • 2. BACKGROUND • Rourkela Steel Plant is an integrated steel plant located in the state of Orissa. • An employee strength of around 24,000 and a production capacity of 1.67 million tonnes of saleable steel per year. • It was started in the year 1959,the plant is a unit of Steel Authority of India Limited (SAIL),a public sector holding company consisting of seven manufacturing plants contributing to the nation a total of 12 million tonnes of steel and having a turnover of INR 19 billion per annum.
  • 3. Continued.. • Rourkela Steel Plant is a major producer of a diversified range of sophisticated steel products such as plates, coils, sheets, pipes etc. • During the 1990’s, Rourkela Steel Plant incurred heavy losses every year due to various factors such as market slump, stiff competition, high input cost.
  • 4. Continued.. • Since 2001, the dynamic CEO of the plant launched a series of initiatives for involving people in a turn around drive. • The major initiative was focused on regular communication exercises on the priorities of the plants performance, involving a direct interaction of the CEO with batch by batch, covering the entire workforce.
  • 5. New Intervention.. • One major initiative taken at Rourkela Steel Plant against this backdrop was the launching of a plant-wide intervention for a Unique Quality Improvement Process through active participation of employees in building a culture of continuous improvement. • Keeping in view the importance of quality the plant had already adopted the Quality Assurance System under ISO 9001 Certification.
  • 6. Continued.. • In the wake of the turnaround initiatives, the plant identified the need for this new initiative of Quality Improvement Process for bringing about core changes in the work culture and sustaining quality improvements in all the productivity related areas.
  • 7. Implementation (Training,Team Efforts, Improvements And Monitoring) • The Objectives for the Intervention were formulated keeping the organizational needs in view and communicated across the organization . • Training was the first step initiated to ensure an effective implementation process . • A special programme was organized for the CEO and the senior executives heading the different functions.
  • 8. Continued.. • A series of training programmes on the Quality Improvement Process was also organized for the key managers, supervisors and employee working in the areas identified for improvement. • It was emphasized that people should demonstrate commitment to the achievement of quality efficiency, learn to work as effective teams and exhibit a zeal for improvement and innovation .
  • 9. Continued.. • The inputs were focused on identifying the areas of quality deviations, calculating the losses due to deviations, constituting the project teams and methodology of implementation. • Managers from the different departments were selected and trained as trainers who in turn conducted training on QIP for employees.