Safety in Rolling Mills...

Safety in Rolling Mills Worldwide, as the rolling speeds are increasing, greater emphasis is being placed on the aspects of safety while designing the mill equipment as well as during the finalization of the mill layouts. Providing high importance to safety is in the best interest of the designers, manufacturers and the users of the rolling mills. Safeguarding of the mill equipment is necessary for ensuring the safe working of the rolling mill after its commissioning. Manufacturers of the rolling mills have the objective to produce a competitive mill, while users desire to have a highly productive mill. However, before any of these objectives can be met, both the manufacturer and the user are to first determine how to engineer the mill using safe design principles to minimize operator’s risks. Investing in a safer workplace also reduces the expenses of treating injured workers, helps preventing workplace accidents besides boosting employees’ morale by conveying the message that the organization cares about its employees and wants to protect their health and safety. A brief overview of safety requirements for the equipment of rolling mill is given below. Common safety related definitions Safety is the ability of the equipment to perform its function while being transported, installed, adjusted, operated, maintained, dismantled, and disposed of under conditions of intended use specified in the instruction manual without causing injury or damage to health of the people carrying out these functions. Risk is a comprehensive estimate of the probability and the degree of the possible injury or damage to the health in a hazardous situation in order to select appropriate safety measures. Hazard is a condition or set of circumstances which can cause physical harm to the exposed personnel. Danger zone is any zone within or around the equipment in...

Outsourcing – A Management Technique...

Outsourcing – A Management Technique   Outsourcing is a usual practice among different organizations and is a one of the element of the organizational strategy.  Most of the organizations these days outsource some of the functions they used to perform themselves. Outsourcing is when any operation or process that could be (or would usually be) performed in-house by the organizational employees is sub-contracted to another organization for a substantial period. The outsourced tasks can be performed on-site or off-site. By outsourcing, the organization uses third parties to perform noncore activities of the organization. Contracting third parties enables the organization to focus its efforts on its core competencies. Third parties that specialize in an activity are likely to be lower cost and more effective, given their focus and scale. Through outsourcing, the organization can access the state of the art in all of its operational activities without having to master each one internally. The concept of outsourcing came from the American terminology ‘outside resourcing’, meaning to get resources from the outside. The term was later used in the economic terminology to indicate the use of external sources by an organization for some of the activities in its functioning. As per James Brian Quinn of The Outsourcing Institute, outsourcing started with organizations outsourcing physical parts. Now the big shift has been to outsource intellectually based service activities like research, product development, logistics, human relations, accounting, legal work, marketing, logistics, and market research. If an organization is not best-in- world in doing something and is doing it in-house, then it is giving up the competitive edge. In such a case the organization can outsource to the best in the world, up the value, and lower the cost. There are three major categories of motivations for outsourcing namely...

Planning – A Management Function...

Planning – A Management Function In the world of management, planning is a very important function since it is the first of the basic functions of management which are planning, organizing, directing, coordinating and controlling. It is often being thought that planning is the most fundamental of the managerial functions since all other functions stem from the planning function. Planning prepares organizations for tomorrow by assessing today what an organization wants to accomplish and how it will go about achieving that goal. Through planning, management decides the best alternative among others to perform different managerial functions in order to achieve predetermined goals. Without setting a goal to be reached and lines of action to be followed, there is nothing to organize, to direct, to coordinate and to control in the organization. However this should not lead one to hold the view that planning is an isolated activity required in the beginning only. On the other hand, it is a continuous and unending process to keep the organization on the path of progress while other management functions are also performed simultaneously. Planning is nothing but looking ahead and preparing the organization for the future course of actions which need to be followed. It is a preparatory step and consists of chalking out an activity plan for doing the things in an orderly manner for the achievement of the desired targets and objectives. It is a mental predisposition to think before acting and to act in the light of facts rather than guesses. It is a detailed programme regarding future course of action. It is a systematic activity which determines why an action is needed, what is to done, who has to carry out the action, how it is to be done and when to be done....