...SLAG - IRON AND STEEL December, 2014 16-1 SLAG - IRON AND STEEL 16 Slag - Iron and Steel S lag is a by-product generated during manufacturing of pig iron and steel. It is produced by action of various fluxes upon gangue materials within the iron ore during the process of pig iron making in blast furnace and steel manufacturing in steel melting shop. Primarily, the slag consists of calcium, magnesium, manganese and aluminium silicates in various combinations. The cooling process of slag is responsible mainly for generating different types of slags required for various end-use consumers. Although, the chemical composition of slag may remain unchanged, physical properties vary widely with the changing process of cooling. In an integrated steel plant, 2 to 4 tonnes of wastes (including solid, liquid and gas) are generated for every tonne of steel produced. A c c o r d i n g l y, t o d a y t h e e m p h a s i s i s o n t h e avoidance of waste generation, recycling and reuse of waste, and minimising the adverse impact of disposal on the environment. Among all the solid/liquid wastes, slags generated at iron making and steel making units are created in the largest quantities. With increasing capacities, disposal of large quantities of slag becomes a big environmental concern and a critical issue for steel makers. Over the last few years, with a better understanding of slags, its functions and improvements in process technologies have led ...
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...Discuss the trends in the steel industry and how it may impact Nucor’s strategy. Nucor Corporation started as a Nuclear Corporation of America. The latter was a highly diversified and marginally profitable company; the company products included instruments, rare hearths, semiconductors and construction. One of the company potential acquisitions was Coast Metals, a family owned producer of specialty metals. When the acquisition fell through, Nuclear hired one of the top engineers as a consultant to recommend other acquisition targets. Ken Iverson who was the president and CEO of the Nucor Corp. had strong technical skills and general management experience. The Nuclear Corporation of America was involved in the nuclear instrument and electronic business. The company went through many years of severe financial strains; he was responsible for the supervising the joist operations as well as the research, chemical and construction segments. Shortly after Iverson became the CEO of the company, he concluded that the best way to put the company on sound footing was to exit the nuclear instrument and electronics business and rebuild the company around its profitable South Carolina based Vulcraft subsidiary which was in the steel joist business. So Iverson moved the company’s headquarter from Phoenix, Arizona to Charlotte, North Carolina, in 1966 and proceeded to expand the joist business with new operations in Texas and Alabama. The company adopted the name Nucor Corp. in 1972, than...
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...taken by an individual manager or by an organization at the strategic, functional or operational levels Reinventing a Giant Corporation: The Case of Tata Steel D V R Seshadri and Arabinda Tripathy A KEY WORDS Reinvention Change Management Turnaround Tata Steel Liberalization Response to Globalization t the meeting of the senior management of Tata Steel to celebrate the spectacular performance of the company, Mr. B Muthuraman, the Managing Director, recalled with satisfaction the remarkable strides that the company had made from the difficult days in the early nineties, when the company, used to a protected environment, was suddenly thrown open to global competition, consequent to the liberalization of the Indian economy. The company had closed the year with a record profit of Rs. 34.74 billion. A series of initiatives launched by the company over the last 15 years had culminated in these stellar results although there were many challenges at every step. At each stage in its journey, the company did what needed to be done. In retrospect, however, the various initiatives launched by the company over the years now appeared to fit into a coherent picture. The company had made steady progress over the years and had now achieved a pre-eminent status in the Indian steel industry. It had become one of the lowest cost steel producers in the world five years ago, a distinction that it had continued to maintain. All key performance indicators indicated that the company was in the...
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...Why has Nucor performed so well? - Nucor used plant location and growth tot its advantage - Unique organizational structure - Always acknowledged the importance for employee relations and satisfaction in the work place - Competetive advantage and a unique stratetegy What are the most important aspects of Nucor’s overalle approach to organization and control that help explain why this company is so successful? - Recyclng steel in efficient mini-mills is the secret of Nucor’s success - Location has also played a part in Nucor’s success - Strategy has been one of the biggest factors of success of Nucor Would you like to work for Nucor? Yes, because it not only take care of employees but also take care of employees family. Nucor provides various benefits plan of employees. Nucor provides performance based compensation. Why have competitors not been to imitate Nucor’s performance so far? Adopted the technological advancement. Manufacturing facilities economically and operating them productively. Nucor has effective HR policies. 1. Why has Nucor performed so well?a. Is Nucor's industry the answer? Is it the "mini-mill" effect?c. Is it market power )scale economies)?d. Is it a distribution channel advantage?c. Is it a raw material advantage?f Is it a technology advantage?g. Is it a location advantage?h. Is it the result of an entrenched brand name?i. Is it Nucor's choice of a unique strategy...
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...on 24 January 1973, Steel Authority of India Limited (SAIL) is one of the largest state-owned steel making company based in New Delhi, India and one of the top steel makers in world. It is a public sector undertaking which trades publicly in the market is largely owned by Government of India and acts like an operating company. SAIL operates and owns 5 integrated steel plants at Rourkela, Bhilai, Durgapur, Bokaro and Burnpur and 3 special steel plants at Salem, Durgapur and Bhadravathi. It also owns a Ferro Alloy plant at Chandrapur. Steel Authority of India Limited (SAIL) is the largest steel-making company in India and one of the seven Maharatna’s of the country’s Central Public Sector Enterprises. Since its inception, SAIL has been instrumental in laying a sound infrastructure for the industrial development of the country. Besides, it has immensely contributed to the development of technical and managerial expertise. It has triggered the secondary and tertiary waves of economic growth by continuously providing the inputs for the consuming industry. RELEVANCE OF SAIL TO THE INDIAN ECONOMY Firstly, let’s talk about why is steel generally important in every economy? Steel has had a major influence on our lives, the cars we drive, the buildings we work in, the homes in which we live and countless other facets in between. Steel is used in our electricity-power-line towers, natural-gas pipelines, machine tools, military weapons-the list is endless. Steel has also earned a place...
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...teelIRON AND STEEL INDUSTRY IN INDIA Corporate Catalyst India A report on Indian Iron and Steel Industry OVERVIEW 1.1 Background The Indian iron and steel industry is nearly a century old, with Tata Iron & Steel Co (Tata Steel) as the first integrated steel plant to be set up in 1907. It was the first core sector to be completely freed from the licensing regime (in 1990-91) and the pricing and distribution controls. The steel industry is expanding worldwide. For a number of years it has been benefiting from the exceptionally buoyant Asian economies (mainly India and China). The economic modernization processes in these countries are driving the sharp rise in demand for steel. The New Industrial policy adopted by the Government of India has opened up the iron and steel sector for private investment by removing it from the list of industries reserved for public sector and exempting it from compulsory licensing. Imports of foreign technology as well as foreign direct investment are freely permitted up to certain limits under an automatic route. This, along with the other initiatives taken by the Government has given a definite impetus for entry, participation and growth of the private sector in the steel industry. While the existing units are being modernized/expanded, a large number of new/greenfield steel plants have also come up in different parts of the country based on modern, cost effective, state of-the-art technologies. Soaring demand by sectors like infrastructure...
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...Inthe startup ofnewprocess plants or inthe introductionofnewprocess technology, even minor installation work can cause plant downtime. On the other hand, the increased income from compressing time schedules for the introduction of new process technology or launching of associated newproducts on themarket surely offers an incentive for securing efficient startups,which is the purpose of this study. A review of publications in the area of startup of process plants shows that organizational issues are scarcely discussed. A new conceptual framework has therefore been developed for organizing startups and themodelling of alternative startup organization structures. Four types of organizational models have been depicted,derived frominformation fromthe literature survey and the author’s own first-hand experience of startups. They include a “fully integrated” type of organizational model for startups together with a profiling of startup contexts. How to organize a startup is, however, only one aspect that will determine the outcome of a project, and other influencing factors ought to be further explored. The frameworkmust be tested and validated in real-life startup situations and in further empirical research.The informationfromthe literature survey, the alternative types of startup organizationalmodels and determinants can already be deployed by firms in the Process Industries, triggering discussion and providing guidelines in their selection of preferred startup organization...
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...Introduction: U.S steel companies faced several challenges which forced them to change their strategies or adapt new strategies. Some of the challenges are described below: Overcapacity: The steel industry of U.S had far more production capacity than was needed to meet market demand. There are many manufacturers compared to small customers, which incur over capacity of the steel industry in 1986, when industry capacity was at 130 million tons, the outlook was for a continued decline in per capita consumption and movement towards capacity in the range of 90 to 100 million tons, so excess capacity was there. There are too many marginal competitors and too much production capacity in U.S steel industry. So it was a big issue for the firm to sustain in the market. So the U.S government had recently given $1 billion of subsidies to 9 mills, allowing them to remain in operation. Consumer demand decline: A slowing economy, particularly in auto sales led the decline of customer demand. Evidence says that decline in motor vehicle production and consumer durable goods hit the producers of flat rolled sheet steel hard. In late 1997 and in 1998, declining demand for steel promoted Nucor and other U.S companies to reduce prices to better compete against an unprecedented surge of imported steel. Economic recession and terrorist attack: The economic recession that hit Asia and Europe in the late 1990s, reached the united states in 2000 and 2001 and then orders for steel eroded further after...
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... Nucor Corporation was the most profitable steel producer in North America in both 2005 and 2006. It is regarded as a low-cost steel producer in the United States, and one of the most efficient and technologically innovative steel producers in the world. Nucor is known for its aggressive pursuit of innovation and technical excellence, rigorous quality systems, strong emphasis on employee relations and workforce productivity, cost conscious corporate culture, and ability to achieve low costs per ton produced (C-194). Offering a streamlined organizational structure, Nucor uses its ability to achieve incentive-based compensation systems that rewards goal-orientated individuals for their performance. Over the years Nucor has expanded progressively into the manufacturer of a wider and wider range of steel products, which has gotten it to be able to offer steel users one of the broadest product lineups in the industry. In this industry steel products are considered commodities, and most steel plants turn out products with comparable quality to other companies. This makes one producer’s reinforcing bar essentially the same as another producer’s reinforcing bar, which in turn makes a particular grade of sheet steel made at one plant almost identical to the same grade of sheet steel made from another plant (C-195). Because of this, steel producers are forced to be price-competitive with the market price of each individual steel product being driven by demand-supply conditions...
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...BSRM Steels Ltd. Work Plan for SWOT Analysis Duration: 2 months (15th February to 15th April) Project Manager: Mr. Mahmud SWOT Steps/Activities | Data Sources | Data Collection Method | Responsible Person | Working Group | Logistics Supports | Required Fund | Timeline | Remarks | Analysis of General Environment | Primary & Secondary | Survey, govt. & regulatory publications, etc. | Mr. Adnan & Mr. Masud | 4 | Transport, survey instruments, technological support. | TK. 100,000 | 15th Feb to 14th March | Info gathered from both sources. | Analysis of Industrial Environment | Secondary | SEC publications, industry competitive analysis, business journal, industrial publications etc. | Ms. Shanila& Ms. Sinthia | 3 | Company’s database access, Technological support, analyzing tools. | TK. 70,000 | 15th Feb to 14th March | | Analysis of Internal Environment | Secondary | Company profile, minutes of meetings, financial statement etc. | Mr. Muhib | 2 | Factory inspection, company’s database access, analyzing tools. | TK. 50,000 | 15th March to 31st March | | Describing 1. General OT 2. Industry OT 3. Internal SW | Secondary | Findings from external & internal environment analysis | Ms. Tahmina | 1 | Technical support, fact finding tools. | TK. 20,000 | 1st April to 14th April | Describe the findings of previous steps | Strategic Conclusion | This work plan will be taken as cornerstone of SWOT analysis of BSRM Steels...
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...Discuss the trends in the steel industry and how it may impact Nucor’s strategy. The trend had been major steel production using blast furnaces. New technology using arc furnaces adopted by Nucor led to increased production and cost savings. The arc furnace technology took less labor, increased production, and was considered the new most cost-effective strategy among the steel industry. It was Nucor’s decision to adopt this process and be the first to introduce this new process to the United States. Many steel companies were going out of business due to reduced demand for steel and failing economies across the globe in the late 90s into the 2000s. Nucor chose to buy these failing plants when easily convertible to their production lineup. This also in many cases was a cheaper route than building new plants. The acquisition strategy proved to be essential as these failing firms were already setup for steel production at mass quantities and Nucor was able to inherit their ties and partnerships as well as their presence in their surrounding geographical area. The constant drive for efficiency and cost effective production was another strategy chosen to increase competitive advantage, market share, and ultimately become the number one steel producer among heavy competition. Discuss the organizational structure and management philosophy at Nucor. The management structure of Nucor was very different than the usual structured management layout of other steel firms. The typical firm...
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...Assignment: #4 Case #10 Nucor Corporation BUS 599 Discuss the trends in the steel industry and how it may impact Nucor’s strategy. After the 2008 financial and economic crisis, the world steel industry’s recovery has been uneven, but it is recovering faster than expected. The global steel production declined from 129 million metric tons (mmt) in March 2011 to 127 million metric tons in April 2011. However, production increased 5 percent from April 2010. As of the April 2011 first quarter reporting, the United States has produced 28.3 mmt, which is up 6.8% from the same period last year [ (Leybovich, 2011) ]. “In a report earlier this month, the Organisation for Economic Cooperation and Development (OECO) forecasts that global demand for steel would increase 6 percent in both 2011 and 2012. Growth over the next few years is expected to be considerably faster in emerging markets than in developed ones [ (Leybovich, 2011) ].” Nucor is the second largest steel producer in the United States, only behind U.S. Steel. Nucor is considered a low-cost steel producer in the U.S. and the most efficient and technologically advanced steel producer in the world [ (Thompson/Strickland/Gamble, 2010) ]. Nucor is North America’s largest recycler, 17 million tons in 2010, and uses the scrap steel as the raw material to produce steel and steel products [ (SEC filings Nucor Corporation Form 10-K, 2011) ]. Employing multiple approaches, Nucor’s growth strategy...
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...com ASBE 35th: Proceedings Page -401- Association for Small Business & Entrepreneurship 35th Annual Conference 3 ABSTRACT Nucor Corporation 2008-2009 is a strategic management case appropriate for first-year MBAs or seniors in an undergraduate capstone course. The focus of this case is the strategy of the most successful steel-maker in the United States as of 2008/2009. It has a difficulty level of five. Secondary issues include Porter’s Five-Forces Framework of industry analysis and the effects of the global economic slowdown in the last quarter of 2008 and the first quarter of 2009 on Nucor’s business. The case is designed to be taught in a single 75-minute class and is expected to require two to three hours of outside preparation by students. In order to facilitate students’ understanding of the economics of accounting figures, we have rearranged the balance sheet so that “earning assets” equal “permanent funding sources.” For real wealth to be created, the average return on earning assets must equal or exceed the weighted average cost of capital demanded by permanent funding sources. Nucor has been the most successful American steel maker for more than 35 years. It has a unique company culture and is recognized as the technology leader in its field. In an industry that is heavily unionized, Nucor’s work force is non-union. The company is also a textbook example of Porter’s Cost Leadership...
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...Ferro Manganese (FeMn.) Used in Steel Industry 6*1 MVA Furnace Sub merged Arc Furnace for Ferro Manganese, Silico Manganese (4800 TPA SiMn and 7000 TPA FeMn based on equal utilization for both the products) Rs. 1792.33 Lakhs (Say 1792 lakhs) 60% 85% 90% Rs.868.00 lakhs Existing Proposed Term Loan – NIL Rs. 925.00 Lacs CC Limit – NIL Rs. 403.00 Lacs LC/FLC -NIL Rs. 50.00 Lacs One (1) Year Moratorium from Commercial production + 6 Years – Total Seven (7) years from Commercial production Name of the Company Registered Office Names of the Board of Directors Plant location Product Application Installed capacity Project Cost Capacity utilization of Year 2013-14 Year 2014-15 Year 2015-16 & onwards Promoter’s Contribution Banking limit - Term loan - Cash credit - LC/FLC Repayment Period Debt-Equity Ratio Project total (overall) TERM Loan (only) 1.53 : 1 1.07 : 1 3.49 times 5.05 times 40.51% Average DSCR - Gross - Net IRR SHARANYA NATURAL RESOURCES & INFRA PROJECTS PRIVATE LIMITED H NO 1-2-110 Shanthi Nagar, Adilabad Andhra Pradesh Page 1 of 76 1.2. ABOUT THE COMPANY Sharanya Natural Resources & Infra Projects Private Limited (SNRIPL) was incorporated on June 17, 2010. The registered office of the Company is situated at H NO 1-2-110 Shanthi Nagar, Adilabad, Andhra Pradesh. The directors of the company are Mr. Sanjay Kumar Makhariya, Mr. Shanker Pail and Mrs Uma Payal. The company proposes is set up 6 MVA Ferro Alloy Plant. The Plant is...
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...Papers Home Page » Business and Management Steel Industries of Bangladesh In: Business and Management Steel Industries of Bangladesh STEEL INDUSTRIES OF BANGLADESH REPORT ON FOCUS The report “Bangladesh on its way of becoming self sufficient in rod production, export is also a possibility” by Shuvankar karmakar, that was analyzed here, was published in the Daily Prothom Alo, on 17th November, 2012. BACKGROUND Bangladesh Steel industry is emerging as one of the major industrial sectors of the country. It consists of small up to the largest scale of steel melting and re-rolling factories across the country that mostly produce deformed bar rod of different grade (40, 60, 500), angel, channel and coil for the construction industry. Though the history of Steel Industry is not older one but it can make a glorious future. Before 1971 Bangladesh did not have any steel mill and even after the liberation there were only a few steel factories in the country. In 1990s the actual development began in this sector through a revolution. During that period the building constructing agencies or developer companies came forward to build modern infrastructure. Then with the increasing demand, new investors started investing in steel or rod production. In 2012 we have almost 400 mills across the country including Dhaka, Chittagong. Although most of them are manual steel plants, 30 mills among them are automated. Many steel producing companies have gained reputation as a...
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