Beruflich Dokumente
Kultur Dokumente
Case
Stud
y
Presented By:
Samarjeet Parmar
Dharmendra
Khairajani
Siddharth Purohit
Parth Joshi
Flow of Presentation
Nucor
-
History
Operations
Strategy
Organization Structure
Human Resource Policies
Compensation
Information Systems
Benefits
Technology
Future
TI & HP
- Difference in Strategy
History
Operations
Strategy
Building steel manufacturing facilities
economically and operating them productively.
Continuous innovation, modern equipment,
individualized customer service and producing at
competitive prices.
Debt Equity ratio was not allowed to exceed 30%.
Mini-Mills
Large applicant pool to hire from because they are
seen as an attractive place to work, allows them to
be very selective for who they hire
Have a willingness to take risks.
Organization Structure
Chairman/Vice Chairman/President
Vice President/Plant General Manager
Department Manager
Supervisor
Compensation
Production Incentive Plan
Paid weekly bonuses based on production
Based on group not individual performance
If tardiness or attendance kept team from meeting
If you are 5 minutes late, you lose your bonus for the day
If you are 30 minutes late or absent, you lose your bonus for
the week
4 forgiveness days
Maintenance personnel were assigned to each team
No bonus paid if equipment is not operating
Supervisors were apart of bonus teams
Received same bonus as employees
Output and bonus info for each team was posted at the
entrance
Compensation
Department Manager Incentive Plan
Annual bonus received based on performance of the entire
plant
Based on return on assets
A return of 25% or better was expected by the plant
Information system
Weekly report
Bids, orders, production, backlog, inventory, shipments
Monthly report
sales revenues, costs, contribution, return on assets
employed
Meetings in February, May and November
Benefits
Profit sharing below officer level
Monthly stock purchase plan
Nucor scholarship fund
Technology
No external help for technology development
Mini mill concept
Scrap steel as raw material
SMS Schloemann-Siemag
Iron carbide plant
Nucor Yamato Blytheville Arkansas
National medal of Technology
More capital-intensive,
cost-effective production
processes to match highvolume standard product
needs.
A balanced portfolio of
businesses where mature,
large business provide
resources for young, highgrowth business.
More Sales, more
incentive compensation.
Flexible production
processes to match lowvolume, more custom
product needs.
All high-growth, high
margin businesses that
met their own resource
needs, largely on an
individual basis.
More Creativity, more
incentive compensation.
Reference
Web Sites:
www.ti.com
www.hp.com
www.nucor.com