Technology Upgradation Management in Re-rolling Mills...

Technology Upgradation Management in Re-rolling Mills Re-rolling mills in small and medium enterprise (SME) sector play an important role in meeting the demand of the finished steel in the country. These mills are crucial to the national steel economy since they are making available a large amount of finished steel in the market.  The technology adoption level of these mills is rather low and many of these mills operate with technologies which are 50 years to 60 years old. These mills operate at low level of productivities and high level of energy consumptions. The operations of these mills are mostly manual and most of the mill parameters as well as the quality of the product depend largely on the skill of the operators. Mill owners have the complete control over the management of the mill. The re-rolling mills are presently facing many problems and challenges. These include (i) shortage of skilled workers, (ii) shrinking market because of increasing competition, (iii) higher operating costs, (iv) low productivities, and (v) high energy consumption etc. The mill owners are presently not serious to solve the problems, since they are able to run the mills for at least a shift. The mill owners’ attitude towards finding solutions to the challenges being faced indicates that they are not aware of what is stored for them in the near future. The mill owners are not realizing that ignoring the major issues at this stage, can lead them, after certain period, to such a situation which will be out of their control. With the capacity expansions being implemented by integrated steel plants in India, the availability of finished steel is improving and the competition is becoming tougher as each day is passing by. The finished steel available from the integrated steel...

Core Competencies

Core Competencies  Core competencies’ is deep proficiency in the organization that enables it to deliver unique values to the customers. It embodies organization’s collective learning especially coordination of the diverse production skills and the integration of the multiple technologies. ‘Core competencies’ is hard for competitors to copy or to procure. Core competencies’ creates sustainable competitive advantage for the organization and helps it to branch into a wide variety of related markets. It contributes substantially to the benefits of the organization’s products offer to the customers and hence effectively helps in the businesses of the organization. Understanding of core competencies allows the organization to invest in the strengths that differentiate it from others and set strategies that unify the entire organization. Core competencies’ is a concept in the management theory which was introduced by CK Prahalad and Gary Hamel in 1990 through their article ‘The Core Competence of the Corporation’.  Success of an organization depends on acquisition of core competencies and development of core products. The concept as explained in the article is summarized here. This concept of core competencies provides advantage to the organization. It is found in the ability of the management   to consolidate organization wide technologies and production skills into competencies that empower the individual businesses of the organization to adapt quickly to the changing opportunities. The ability of the management to identify, cultivate, and exploit the core competencies makes the growth of the organization possible. Decentralization in the organization makes it difficult to focus on core competencies and in such case there is increasing dependence on outsiders for critical skills. Core competencies’ is not necessarily about outspending rivals on research and development, sharing costs among business units and integrating vertically. These actions themselves are not sufficient in building of core competencies...