TISCO: The World's Most Cost Effective Steel Plant

            
 
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Case Details:

Case Code : OPER011
Case Length : 12 Pages
Period : 1980 - 2002
Organization : TISCO
Pub Date : 2002
Teaching Note : Available
Countries : India
Industry : Steel

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This case study was compiled from published sources, and is intended to be used as a basis for class discussion. It is not intended to illustrate either effective or ineffective handling of a management situation. Nor is it a primary information source.



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Excerpts

Implementing Best Practices

In 1999-2001, TISCO took measures to reduce costs further by adopting innovative strategies and other cost-cutting exercises. For example, TISCO stopped using manganese, an expensive metal used to increase the strength and flexibility of steel. The company made efforts to reduce its product delivery time from 3-4 weeks in 1998 to 2 weeks in 2000. The company aimed to further reduce the time to one week.

TISCO also took steps to reduce its manpower costs. Between 1996 and 2000, TISCO reduced its workforce from 78,000 to 40,000 employees. Analysts opined that cutting its workforce by 38,000 employees was not an easy job and the company was able to do it with a lot of communication with employees.

Operations Management Case Studies | Case Study in Management, Operations, Strategies, Marketing Management, Case Studies

TISCO had adopted Performance Ethic Programme (PEP), under which, it planned to promote hardworking young people to higher positions depending on their performance, rather than following the convention of seniority. This exercise was expected to cut the management staff from 4000 to 3000. PEP had two core elements. Firstly, it proposed a new organizational structure, which was expected to foster growth businesses, introduce more decision-making flexibility, clear accountability, and encourage teamwork among the managers and the workforce...

The Future

Analysts felt that TISCO's modernization program was very successful. The Steel Authority of India Ltd. (SAIL) adopted a similar program with an investment of Rs 70 billion. However, the program was not successful. In contrast, in spite of the depressed market and lower margins, the decrease in the production costs enabled TISCO to achieve a profit after tax of Rs 5.53 billion in 2000-2001, and Rs 4.22 billion in 1999-2000 compared to Rs 2.82 billion during 1998-99 (Refer Exhibit VII)...

Exhibits

Exhibit I: Steel Product Categories

Exhibit II: Tisco's Modernization Program

Exhibit III: Tisco: Phase V Modernisation

Exhibit IV: Total Operational Performance (Top) Program

Exhibit V: Top Aims at All-Round Performance Improvement that is both Dramatic and Continuous

Exhibit VI: Formal Top Process: An Overview

Exhibit VII: Income Statement


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