Continuous improvement as a business strategy
A Corus case study

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Page 4: Target setting

CI working requires everyone to think differently about the way they work. It was recognised that people might be resistant and cling on to old ways of working.

The key was getting all workers to see change as their responsibility. The CI coaches support the teams and individuals and promote or 'champion' new ways of working.

To help workers accept the changes, the 5-year plan established a timeline for the programme of introducing change. Over time, the team and individuals are empowered to take responsibility and make decisions for themselves.

Key performance indicators

An important part of the Continuous Improvement programme was the creation of Key Performance Indicators (KPIs).

Previously, the only measure at Corus was the number of tonnes of steel rolled. This did not show whether it met customers' needs or whether the steel needed rework because it didn”t meet customer requirements.

Corus has set new KPIs which focus on meeting customer deadlines, such as:

  • a zero backlog of customer orders - this means customers always get their deliveries on time
  • meeting targets for rolling steel plate in its allotted week

Corus monitors and measures how its operations compare with other producers and competitors in the steel industry. This process of benchmarking means that Corus is continually reviewing its activities to achieve best practice.

Corus shares relevant information both within and across Corus to drive improvement. It also spreads appropriate technical knowledge and information across the steel industry through international groups such as the International Iron and Steel Institute.

Corus | Continuous improvement as a business strategy