Change Management

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FOUNDATION DEGREE
WORLD CLASS MANUFACTURING

CHANGE MANAGEMENT - 1

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Word count 2687 words

Paul Duff

CONTENTS

INTRODUCTION Page 3

SCUNTHORPE PLATE MILL – 1988 to 2008Pages 4-6

TYPES OF CHANGE Pages 7-9

RESISTANCE TO CHANGEPages 10-11

OVERCOMING THE BARRIERPages 12-13

CONCLUSIONPages 14-16

BIBLIOGRAPHY Page 17

Introduction

This report will describe changes that have occurred in the Plates sector in the Steel Industry within in the last twenty years, and propose reasons why the changes have occurred. It will also list types of changes an organisation and employee can experience and what they both may experience when going through them. Barriers to change will be discussed, one of these barriers will be examined to determine the impact it may have on the organisation and employee. Ways of overcoming this barrier will also be evaluated. Finally, the author, will reason the following statement “ Change Management is not a personal situation, it also has an impact on society” Scunthorpe Plate Mill – 1988 to 2008

The Scunthorpe Plate Mill (SPM) is a manufacturing component of Corus Construction and Industrial in their Long Products Division. Recent acquisition by Tata Steel Corporation has not changed fundamental strategy in the UK and the Plate Mill itself remains a key part of the long product rolling sector within the group. Supplying plate from cast slab, to markets as diverse as shipbuilding, offshore structures, bridge building, mining machinery and wind tower fabrications (Corus Publications .2007) Plate is rolled from re-heated slab, up to 3500mm wide, 30m long and between 6mm and 100mm thick at the Scunthorpe site. The resultant plates, after passing through both roughing and finishing mill roll stands, are then hot levelled and transferred to the Heavy Shearline (HSL) or Light shear line (LSL) – depending on their process route or finished gauge or length. The fully cast traceable plat is then permanently identified and then marked on the Inspection banks. Plates may be cold sheared or burnt to finished sizes, have further processing attached to them, depending on customer requirements or indeed to restore customer requirements. Historically, the steel industry in the UK developed in a highly diverse and fragmented way. Originally sited on coal, and later iron ore deposits, many of the steel production businesses established remained both small and relatively isolated. In an attempt to rationalize and modernize the industry, the 14 largest firms (representing around 90% of the UK's steel-making capacity) were taken into public ownership in 1967 to form the British Steel Corporation. This left a number of smaller producers outside the nationalized industry. Following the British Steel Act, in 1988, the publicly owned British Steel Corporation was privatized, to form British Steel (BS) plc. The UK steel industry was severely affected by the decline in world steel markets following the 1970s oil crises. Over-capacity in the iron and steel industry became increasingly evident from the mid-1970s onwards and led to a series of total and partial plant closures and large-scale rationalization. In short CHANGE. Traditionally steel production, and particularly the Plate Mill, has been labour intensive. However the economic climates driving the business in the late 1980’s, enforced some change. A Total Quality Production initiative rolled out embracing all employees was still in use, and was the main source of focus for the organization and it’s employees. Soon followed by further changes in the early 1990’s by the introduction of teamworking initiatives. Coinciding with reduced World steel demand and it was not until 1993 that growth in the UK economy gradually gathered...
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