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The organisation implemented a philosophy and culture which they called The Corus Way in order to sustain competitiveness, productivity and profitability. Along with this philosophy is the practice of continuous improvement programmes across the company.
Specifically, this paper explores the problems at the Port Talbot Strip Products site. The site was experiencing lost, damaged and stolen equipments in their depot operations. Using quality tools and techniques, this paper arrives at a proposal for using an online computer based material resource programme as well as four recommendations for the improvement of the depot operations in accordance to the Corus Way.
Corus Group is an international metals organization. The core competence of the company is providing steel and aluminium products and service to different market sectors. It is one of the top ten steel producers in the world. The customer base of Corus mostly comprises of businesses in the automotive, aerospace, packaging, engineering, building and construction markets (Datamonitor, 2008). Corus Group has operations in thirty different countries reaching over Europe, Asia and other international markets. In Europe, UK is the major market of the organization. The company is headquartered in London and employs 21,300 people in UK. (Datamonitor, 2008)
Corus implemented a quality programme to create real value in steel. The programme was named – The Corus Way. Part and parcel of the programme is aiming at adopting world-class processes based on Continuous Improvement. The objective of continuous improvement is to eliminate and prevent waste. The continuous improvement programme focuses on making small improvements across all function.
This paper aims at exploring and evaluating a selected business process and operations in Corus, particularly in the Port Talbot Strip
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The current paper presents the essential components for effective business operations management; business process management and systems approach; importance of external environment in business operations management. The paper also makes appropriate recommendations on responding to the environmental or technological change.
Such responsibility is associated with considerable amount of public expenditure, facilities and infrastructure building, urban reconstruction, and revitalization goals (Peter, Jon, Gary and Hobbs 2). This can have positive or negative lasting outcomes for public stakeholders (Gratton, & Preuss, 20).
A careful analysis of organizations like McDonalds, KFC and Amazon helps in understanding the role of effective and efficient operations and materials system (OMM) in overall performance of an organization. This analysis further indicates that organizations need to select OMM that suits their business model and overall processes involving production and supply chain.
le influence on the operations of any business imbibing the aspects related to customers’ perceptions and their level of satisfaction as quite crucial determinants of the overall organisational success. It is believed that customers are the king in business and they are ultimately responsible for shaping the performance of the business in a both direct and indirect manner having considerable influence on the applied strategic measures.
Product servitisation refers to the stratagem of value creation through the addition of services to products or rather, instilling a service in the place of a product. For instance, when a company decides to sell
re is a clear vision the associates fairly compensated for their level of efforts or customers’ goals are met, an organization will be able to improve its manufacturing or distributing operations. In this context, there is a need to pay attention to such keys of operations
consequence of such awareness penetrating into roots, the multinationals are undergoing scrutiny by different stakeholders mainly after 2000 (Cedillo Torres, et al, 2012). In this context, this report produces the review of the evolving concepts of sustainability in
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