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UNDERSTANDINT THE TOPIC

• INTODUCTION
• SWOT
• 5 PORTERS
. IMPORTS EXPORTS , FDI , FTA
UNDERSTANDINT THE TOPIC

I NVESTIGATION METHODOLOGY
UNDERSTANDINT THE TOPIC

Interview Questions & Main Responses

Future is full of unknowns , What should be our strategy to become global


Major Issues ?& Challenges for SAIL becoming a global company
company
1. Low material
1. Raw Productivity
security
2. Lack of Innovations
2. Business Diversifications
3.
3. Alack of Aggressive
Dynamic Strategy marketing & product sector diversification
4.
4. Dependence
Timely planningon Imported coking Coal
& executions
5. Delay in Execution of plans

SAIL
At is losing
present levelitsof
domestic market
productivity , Isshare, whatfor
it possible doSAIL
you to
think is theamain
become global
reasons for
company , Ifthat and forward
no way what should
? we do to have our presence felt globally
Delay in MODEX
1. Performance related corporate culture
Aggressive
2. Lack marketing
of in house Innovations
Product
3. Full sectorofDiversification
utilization available resources
Product Differentiation
4. Achieving Global standards in process parameters
JV to have
5. Delay global steel
in Execution plants
of plans
6. Green Steel
ONLINE SURVEY
ONLINE SURVEY – POOL OF PARTICIPANTS

DSP (91)
BSL(14)
BSP(12)
ISP(17)
RSP(5)
SSP(5)
VISL(2)

E-6 & above


ASP(16)
(25%)
E-4 & E-5(21%)

E-0 to E-3 (49%)

S-9 to S-12 (5%)


FIELD SURVEY

POOL OF PARTICIPANTS

E-0 & E-3 (35%)


S-6 to S-12 (46%)
S-1 to S-6 (19%)
Collection of evidence
Pt Responses Impact Area
A1 Project Implementation & Capacity Enhancement FP +MKT
A2 Dependence on Imported coal FP + R&D
A3 PtLow Labor
Main Responses
Productivity Impact area
PROD
A4 B1Preposition
Lackof
ofvale added steel
Innovations FP+RR&D
&D +MKT
A5 Elimination of semis FP
B2 Delay in decision making PROD
A6 Aggressive Marketing MKTNG+ FP
B3 Increased cost & reducing quality of raw material FP
A7 Energy Efficiency R&D
A8 B4Reduction in CO2 emission
Increasing Competition R&D
FP+FP
A9 100% waste Utilization R&D
B5 Process discipline PROD +FP
A10 Process Innovations R&D
B6 Aggressive marketing MKTNG+FP
A11 Full utilization of resources PROD + R&D
A12 B7Eco friendly
Slowproducts
production growth
& process MKTNG
R&D +FP
A13 B8Availability of skilledexcellence
Operational Manpower FP +PROD
R&D+PROD
A14 Understanding the need of customer before customer MKT
B9 Proper job profile PROD
A15 Raw Material security FP
A16 Capital availability FP
A17 JV for technology FP + R&D
A18 Diversifying the business FP
Collection of evidence –Field Survey

IDEAL Awarenesss (PROD)


GOOD 4 C6
3.5
ACTUAL
3
Future 2.5 Accountability &
2
Prepardness 1.5
Responsibility
C1 1 C5 (PROD)
(FP)
0.5
0

Safety Innovations
C2 C4
(PROD) (R&D)

Work Quality
C3 (PROD)
WINGS OF GLORY

RESEARCH & DEVELOPMENT

PRODUCTIVITY

AREAS OF
FOCUS
MARKETING

FUTURE PREPARDNESS
GLOBAL
STANDARDS

GLOBAL
FOOTPRINTS
WINGS OF GLORY

RESEARCH & DEVELOPMENT


RESEARCH & DEVELOPMENT

INNOVATOR

RESEARCH&
DEVELOPMENT

SOLUTION PROVIDER
R&D

AwarenessBelow Red -Alarming


Below Yellow unsatisfactory
4
4 More focus on
3.5today's job than tomorrows
3.5 development2.53
Accountability &
Future3 Prepardness 2
1.5 Responsibility
2.5 Innovation not1 a main criteria in performance
assessment 0.5
2 0
1.5
Less aware about the best practices in other
1 departments/plants INOVATIONS
Safety Innovations
0.5
0 Lack of Schemes for better prospectus of Innovative
employees
INVOLVEMENT &
COMPELLING COMPETENCY
MOTIVATION
INITIATION IN Work QualityENHANCEMENT
INNOVATION
FOR
INNOVATIONS INNOVATION
RESEARCH & DEVELOPMENT

Design of ISP
Consultancy
Automotive
services
Material
Comprehensive Selection
Energy solutions
Development
of high
functioning
Infrastructure products
Next
generation
steel & basic
technologies
Production
Process
Innovation
Alternative routes of C02 Reduction
Iron making /DRI
Usage of LVMC for BHQ/Ultra fine ore usage
coke reduction Hi tech steel
RESEARCH & DEVELOPMENT

Involvement of High
performance shop floor Compelled
VERY HIGH

20% TIME POLICY


Innovation
PRIORITY

employees in R &D

JUST THINK – ONE DAY


RESEACH & Solution
PRIORITY

Training & OF EACH MONTH


HIGH

Competency oriented R & D


Enhancement
DEVELOMENT with customer
IMPROVEMENT
15% TIME POLICY
MEDIUM
PRIORITY

Tie up with Motivation &


C- LAB-
Investment
Global players
Tool ,Time & Support
& Premier
Institutions
RESEARCH & DEVELOPMENT

DEFAULT PERFORMANCE
ASSESMENT CRITERIA

INNOVATIONS
RESEARCH & DEVELOPMENT

R&D International
COMPANY Expenditure Patent stock
as % of sales
KOBE 1.64 144

NIPPON 1.43 267


FIRST INNOVATORS
POSCO 1.3 103

BAO 2.11 50

SAIL 0.64 UNDEFINED

JSW 0.3 FIRST FOLLOWER

TATA 0.05 GLOBAL PRESENCE – ADAPTING


BEST PRACTICES
WINGS OF GLORY

RESEARCH &
PRODUCTIVITY
DEVELOPMENT
RESEARCH & DEVELOPMENT

LOW COST PRODUCER

PRODUCTIVITY

HIGH QUALITY PRODUCER


PRODUCTIVITY

Nippon POSCO Severstal BAO


FIELDS Steel (Korea) Tisco SAIL (Russia) (China)
(Japan)

STEEL SECTOR LABOUR


COST PER TONNE 58.2 43.1 86.5 123.9 119.9 8.6
PRODUCED (USD) 123.9 8.6

STEEL SECTOR MATERIAL


AND OTHER COSTS PER 843.3 762.4 549.3 578.5 659.4 870.5
TONNE PRODUCED
(USD)

OPERATING RATE (%) 94 99.4


99.4 73.5 80
80 93.3 92.5

VALUE ADDED PER 326.2 419.2


419.2 91.3 30
30 77.4 97.8
EMPLOYEE (THOUSAND
USD)
Source :WSD Report
PRODUCTIVITY

4
3.5
3 Awareness
Awarenesss
2.5 4
2 3.5 Accountability
3
1.5 Future 2.5 &
Accountability
2 Responsibility
1Prepardness 1.5 &…
0.5
PRODUCTIVITY
1
0.5
0 0

SafetySafety Innovations

Work Quality
Work Quality
PRODUCTIVITY

LOW COST PRODUCER


LACK PROCESS DISCIPLINE
ACCOUNTABILITY

RAW MATERIAL VOLATAILITY

PRODUCTIVITY IMPROPER JOB PROFILE

LACK OF OPERATIONAL INNOVATIONS

OPERATIONAL EXCELLENCE

HIGH QUALITY PRODUCER


LOW COST PRODUCER

P
PROCESS
DRIVE
R MAN
POWER
RAW MATERIALS

M
HIGH QUALITY PRODUCER MACHINERIES
Bench-marking

Best In SAIL India World


RSP: JSPL : TATA STEEL,
BF Productivity 2.31 2.57 Netherland: 3.17

RSP, BF-5: TATA : TATA STEEL,


Coke rate 399 370 Netherlands
274
RSP TATA : TATA STEEL,
CDI 149 187 Netherland: 233

RSP: JSW Bellary: Baosteel, China


Fuel Rate(BF) 554 539 486
PRODUCTIVITY

Dynamic strategy in Achieve bench mark level


usage of materials of specific consumption

P
Use of alternate source of
Hedging Strategy in
raw materials
procurement
Zero wastages

Process
Heat recovery
In house Innovations

R
Automated process
controls

Raw Materials
Adapting best practices

Employee competency
enhancement

Online maintenance
‘My machine’ concept management system

M
In house spare development

Employee skill
enhancement
Machineries
RESEARCH & DEVELOPMENT

Survey results
Performance oriented
corporate culture Proper Job
VERY HIGH

profile design
PRIORITY

KAIZEN - Collection of ideas and


rewarding at all levels, if someone
don’t do , he is considered lazy

Outsourcing of
PRIORITY

Accountability
HIGH

of Job non core


PRODUCTIVITY activities

SOME MORE IDEAS


NEEDED
MEDIUM
PRIORITY

Competency Motivation
Enhancement
PRODUCTIVITY

Usage of Iron ore as


main coolant

Usage of scrap as
main coolant
PRODUCTIVITY

HEDGING
PRODUCTIVITY

453

10319

4.3%
PRODUCTIVITY

ADAPT THE BEST PRACTICES

HEAT RECOVERY

STAMP CHARGING IN
COKE OVENS

High Exhaust gas temperature


– DSP Lime Kilns
WINGS OF GLORY

RESEARCH & DEVELOPMENT PRODUCTIVITY

FUTURE PREPARDESS
FUTURE PREPARDNESS

IMPROVE RISK RESILLIENCE

FUTURE
PREPAREDNESS

ENSURE SUSTAINABILITY
FUTURE PREPARDNESS

Awarenesss
4

4 3
Accountability
3.5 Future
FUTURE
&
PREPAREDNESS 2
Prepardness
3 Responsibility
1
2.5
0
2

1.5

1 Safety Innovations
0.5

0
Technical Understanding Involvement in Focus on
Upgradation ofWork Quality
business early stages of environmental
operations projects aspects
FUTURE PREPARDNESS

CapacityCapacity
enhancement scope
enhancement asasper
scope perinternational norms
International norms with current
with current land
land available
available
Bench-marking: SMS

45

40 PLANNING 43,142 Cr planned in 2006-07 went up to


IMPROVE RISK RESILLIENCE
77691 Cr in 2008-09 (80% UP)
35

30
43,142 Cr planned in 2006-07 went up to
EXECUTION 77691 Cr in 2008-09 (80% UP)
25 SAIL
20 Stuck at Fourteen
FUTURE POSCO
15 PREPAREDNESS
IMPLEMENTATION JSW
11 to 53 months delay in site handover

10

5 STABILLIZATION 23.83 MT expansion by 2010 went upto ?????

0ENSURE SUSTAINABILITY
2007 2008 2009 2010 2011 2012 2013 2014 2015
FUTURE PREPARDNESS

ENSURE SUSTAINABILITY – SECURITIZE THE RAW MATERIALS


HEAMETITIE LUMPS FINES LUMPS
ORE +FINES
9789 MT 5481 MT 2055 MT 1272 MT
MAGNETITE ORE 10622 MT

1. R & D efforts to use Magnetite ore


2. Pelletization + Transportation of fines through
pipe lines
PRIMARY MEDIUM SEMI
COKING COAL 4614 MT 12573 MT 482 MT

1.High ash coking coal - Gasification of Coal and usage of


these Synthesis gas in DRI
2.Acquiring of Oversees assets , Cash troubled mines
FUTURE PREPARDNESS

Infrastr
Steel IMPROVE
Energy RISK RESILLIENCE
ucture
Cement Ventures

FUTURE
PREPAREDNESS

ENSURE SUSTAINABILITY
FUTURE PREPARDNESS

IMPROVE RISK RESILLIENCE


DYNAMICS
DYNAMIC OF
STATERGY
CHANGING BUSINESS

KNOWN
KNOWNUNKNOWNS
UNKNOWNS
&& UN UNKNOWN
KNOWN UNKNOWNS
UNKNOWNS

EARLY CAPTURE OF IMPENDING TRENDS

FASTER ANALYSIS OF SCENARIOS

GENERATE OPTIONS FOR TIMELY DECISION MAKING


WINGS OF GLORY

RESEARCH & DEVELOPMENT PRODUCTIVITY

RESEARCH & DEVELOPMENT FUTURE PREPARDESS


For the preparations of ctym We had our discussions , brainstorming at a tea stall ‘ shanker dhabba’ (chai
wala 1). We used to spend their hours. But very soon we got bored as quality of tea got deteriorated.

We then moved to a new tea stall ‘ Mirabhai 1’ (chai wala 2) , he welcomed us with passion. We requested
him to make chai with adrak, with lemon and he provided us with our requirements . He improved his
product for his customers.

Some days we meet after our night shifts , we get hungry. Mirabhai 1 had raw maggi packets with him and
we asked him to cook it for us, he did that for us after taking a small profit from it ,he introduced a new
product for his customers with an increase in his profits. As days went , our friends ,batch mates also started
sitting with us there, his business increase.d

But for couple days he closed his shop for some reason, there was a stall ‘ mirabhai 2’ , we shifted our self to
‘mirabhai 2’ (chai wala 3) and along came our friends. Might be he grabbed the opportunity and provided
us with a tremendous quality chai and even provided charging options for our laptop, a new service for his
competitors old customers. Now we are at mirabhai 2. …

We nor mirabhai 2 don’t know what will happen after days, new ctym team might come there, we might still
continue our adda there, new mirabhai 3 chai wala will come………… future has got lot of unknowns…….
What we learnt
Maintain & Improve the quality Chai wala 1 lost his customers

Improvement of products Chai wala 2 with adrak , lemon Low weight steel ,HSS)

Introduce new products Chai wala 1 making maggi for his (ERGO steel production)
customers

Customers can bring you new Our friends joined us at chai wala 2
customers

Continuous service, delivery & Chai wala 2 closed his shop for 2
new services days, customer approached new
supplier chai wala 2. he provided new
services like charging point for our
laptop

We don't know if new chai wala


Future is unknowns 3 will open a new shop
MARKETING

Loss of Market share –Survey Results


MARKET LEADER
[product sector

diversification
Poor packaging &
Delay in
delivery time
Modex

MARKETING

MARKET ‘S SEEKER
Lack of Aggressive
Marketing
MARKETING

Inventory Turn Over Ratio


2015-16 14-15 13-14 12-13 09-10

2.99 2.88 3.45 2.79 4.7

Huge gap

6.03 5.79 7.71 8.05 8.16

Narrow gap

6.03 5.87 7.96 8.1 8.39

5.2727 5.48 5.4 4.91 4.94

Uniformity
MARKETING

MARKET SHARE
DELAY IN MODERNIZATION & STABILIZATION

LACK OF AGGRESSIVE MARKETING

TIMELY DELIVERY & POOR PACKAGING

MARKETING PRODUCT SECTOR DIVERSIFICATION

GLOBAL MARKETING OFFICES

LACK OF PRODUCT DIFFERENCIATION

MARKET’s SEEKER
MARKETING

Self Branding Research Branding


Differentiation

BRANDING

Advertisements

Promotional Branding Customer Branding


MARKETING
MARKETING

Solving Customers troubles in their perspective through providing steel


product with application technology & commercial support

SOLUTION = STEEL + APPLICATION TECNOLOGY + COMMERCIAL SUPPORT

Reduced R & D Costs


Reduced marketing Cost
Increase Profitability

B B 2 More commerciality

VALUE FOR

Dollars
USER OR BUYER

PRECEIVED TOTAL COST


BENEFIT
MARKETING
MARKETING
MARKETING

INTERNATIONALIZATION

DIGITILIZATION
MARKETING

KNOCKING THE DOORS - WE HAVE IT

Lets
Providing
Lets
reach
show
they
solutions
them
before
WEthrough
ARE
theyDIFFERENT
seek
SAIL steel

(Approaching
(ERGO
(processsteel the customer
for BHEL)
- quality in the
checks-dispatch ) initial phases of projects)
MARKETING

Launching New product


MARKETING

SAIL - COM

Developing an online steel making game

Select play mode

BF- BOF
STRUCTURALS

START
MARKETING

DEALER DEVELOPMENT
PENDING
RESEARCH & DEVELOPMENT

LEWINS CHANGE MODEL

UNFREEZE CHANGE
REFREEZE

VERSATILITY TO CHANGE TIMELY CHANGES SUSTAIN THE CHANGE


LOW COST PRODUCER

P
PROCESS
DRIVE
R MAN
POWER
RAW MATERIALS

M
HIGH QUALITY PRODUCER MACHINERIES
PRODUCTIVITY
PRODUCTIVITY

LEWINS CHANGE MODEL

UNFREEZE CHANGE
REFREEZE

VERSATILITY TO CHANGE TIMELY CHANGES SUSTAIN THE CHANGE


WINGS OF GLORY

RESEARCH & DEVELOPMENT PRODUCTIVITY

MARKETING
MARKETING

MARKET LEADER

MARKETING

MARKET ‘S SEEKER
MARKETING

Self Branding Research Branding


Differentiation

BRANDING

Advertisements

Promotional Branding Customer Branding


MARKETING

There is a little bit of SAIL in everybody’s life – Let‘s make them feel it, see it

STEEL AUTHORITY OF INDIA LIMITED


CSR Initiative
NATION MOVES ON SAIL WHEELS –
The only Supplier of Wheels for wagon & Coaches
Be proud that there is a little bit of SAIL around you

YOU ARE MOVING AHEAD ON SAIL WHEELS

SAIL –CSR
PROJECT
Drinking
water tank
-SS
MARKETING

SAIL CONGRATS INDIAN NAVY


FOR THE SUCCESSFUL LAUNCH Advertising Achievements
OF INS VIKRANT.(Ad)
SAIL had supplied DMR Steel
249A grade specially toughened
warship grade

SAIL organized Global meets & sector wise product launches

SAIL –
Progressing Together

-H
WINGS OF GLORY

RESEARCH & DEVELOPMENT PRODUCTIVITY

MARKETING FUTURE PREPARDNESS


FUTURE PREPARDNESS

IMPROVE RISK RESILLIENCE

FUTURE
PREPAREDNESS

ENSURE SUSTAINABILITY
FUTURE PREPARDNESS

CapacityCapacity
enhancement scope
enhancement asasper
scope perinternational norms
International norms with current
with current land
land available
available
FUTURE PREPARDNESS

1.99

Future Prepardness

Low competency enhancement & Innovations


Low understanding of the business operations

Low Involvement in early stages of projects

Less focus on environmental aspects


FUTURE PREPARDNESS
FUTURE PREPARDNESS

Competency Skill development training


Enhancement

Multi tasking Department & job rotation

Women Empowerment Untapped potential


FUTURE PREPARDNESS

FUTURE PREPARDNESS

DEVELOP DIFFERENCIATION

IMPROVE RISK RESILLIENCE

ENSURE SUSTAINABILITY

DRIVE PROFITABILITY
FUTURE PREPARDNESS
FUTURE PREPARDNESS

PLANNING 43,142 Cr planned in 2006-07 went up to


77691 Cr in 2008-09 (80% UP)

EXECUTION 37 Months delay in tender finalization


against the guidelines of 9 months

IMPLEMENTATION
11 to 53 months delay in site handover

STABILLIZATION 23.83 MT expansion by 2010 went upto ?????


MARKETING
Infrastr
Steel Energy Cement Ventures
ucture
FUTURE PREPARDNESS
FUTURE PREPARDNESS

IRON ORE
9789TT of hematiteORE
Ore = 5481 T of 1272 T Lumps
9789 HEAMITITE 5481 T lumps
Lumps + 2055
2055TTofFines
fines + 1272 T of lumps &
+ Fines
Source IBM 2010

10622 T MAGNETITE ORE R & D efforts to use Magnetite ore


2055 T Fines of HEAMITITE
Pelletization + Transportation
through pipe lines
COKING COAL
4614MT PRIMARY COKING COAL + 12573 MEDIUM COKING COAL + 482 SEMI
COKING COAL

Gasification of Coal and usage of


High ash Coking coal
these Synthesis gas in DRI

Low availability of Low ash Acquiring of Oversees assets


coking coal , Cash troubled mines
FUTURE PREPARDNESS

SAIL India World


Specific Energy DSP: TATA Steel: JFE STEEL
JFE Steel:
Consumption 6.35
6.35 5.77 5.40
5.40
(Gcal / tcs)
RSP: TATA Steel: POSCO:
POSCO
CO2 Emission 2.48
2.48 2.26 1.94
1.94
T/TCS
Specific Water BSP: RINL:
Consumption 2.78 2.63
(m3/tcs)

SAIL ACCOUNTED FOR 53% OF FATAL


ACCIDENTS IN INDIAN STEEL INDUSTRY

RECYCLABILITY ENRGY SAVING ENVIRONMENTAL PROTECTION


FUTURE PREPARDNESS

REFRACTORIES

30% OF PERFORMANCE PARAMETERS ARE REFRACTORY BASED


DEVELOPMENT OF REFRACTORY FOR USE OF INDIGENOUS RAW
MATERIALS

India’s current estimate of shale gas reserves is in the range of 63 trillion


cubic feet, one
and half times of natural gas reserves. This augurs good for the country’s
future energy needs
FUTURE PREPARDNESS

DYNAMICS OF CHANGING BUSINESS

KNOWN UNKNOWNS
& UN KNOWN UNKNOWNS

CRITICAL SUCCESS FACTOR

EARLY CAPTURE OF IMPENDING TRENDS

FASTER ANALYSIS OF SCENARIOS

GENERATE OPTIONS FOR TIMELY DECISION MAKING


FUTURE PREPARDNESS

GLOBAL MARKETING – PRODUCT DIFFERNCIATION

NEED TO BE A FIRST PRODUCT INNOVATOR


RESEARCH & DEVELOPMENT

JUST THINK –
20% TIME POLICY ONE DAY OF
EACH MONTH

NEED FOR A STRONG


EMPLOYEE
INNOVATION CULTURE

C- LAB-
Tool ,Time & Support 15% TIME POLICY
PRODUCTIVITY

Responsibility of job 2.43 Challenging , Exciting


,rewarding job 1.97
1.97
Accountability 2.13
House keeping 2.5
Job &Process Discipline 2.56 2.1
Career prospects 2.1
Awareness of the Job 2.64
Uniformity of best practices 2.13

Awareness of SOP & SMP 2.43


2.43
Awareness of APP 2.49
3.2
Awareness of cost control Read SOP & SMP in last 3 years 2.11
measures 2.49 Adherence to SOP & SMP on
2.29
2.73
work
Awareness of sp.consumptions 2.9
Experienced a near miss in last 3
Awareness on Financial positions 2.71 years 2.29
PRODUCTIVITY

Dynamic strategy in Achieve bench mark level


usage of materials
Hedging Strategy in
procurement
R
Raw
of specific consumption
Use of alternate source of
raw materials
Zero wastages

Materials
Heat recovery
In house Innovations

Automated process
controls P
Process
Adapting best practices

Employee competency
enhancement

Online maintenance
‘My machine’ concept management system

M
Machineries
In house spare development

Employee skill
enhancement
PRODUCTIVITY

PROPER DRIVE

PROPER PERFORMANCE
JOB RELATED
PROFILE VARIABLE PAY
DESIGN

ACCOUNTABILITY
&
RESPONSIBILITY

OUT
COMPETNCY SOURCING
ATTRACT NEW TALENTS with ENHANCEMENT NON CORE
Women Empowerment JOBS
Jsw 12.56 mt 15-16
10 mt 14-15

Posco – 39.7 2012


38.2 2013
41.4 2014
42 2015

Sail
Bench-marking: SMS
Other important benchmarks

SAIL India World


Specific Energy DSP: TATA Steel: JFE Steel:
Consumption
5.40
(Gcal / tcs)
6.35 5.77
CO Gas yield BSL: BSL/ TATA: WSA Ref
(Nm3 / t dry coal)
Plant:
325 325
329
CO2 Emission T/TCS RSP: TATA Steel: POSCO:

2.48 2.26 1.94

Specific Water BSP: RINL:


Consumption
(m3/tcs)
2.78 2.63

DRIVEN TOWARDS BUSINESS EXCELLENCE SUSTAINABLE GROWTH


FUTURE PREPARDNESS

IRON ORE
9789T
9789 of hematiteORE
T HEAMITITE Ore = 5481
5481TTofLumps
lumps + 2055 of fines +1272
2055TTFines 1272TTLumps
of lumps
& + Fines
Source IBM 2010

10622 T MAGNETITE ORE R & D efforts to use Magnetite ore


2055 T Fines of HEAMITITE
Pelletization + Transportation
through pipe lines
COKING COAL
4614MT PRIMARY COKING COAL + 12573 MEDIUM COKING COAL + 482 SEMI
COKING COAL

Gasification of Coal and usage of


High ash Coking coal
these Synthesis gas in DRI

Low availability of Low ash Acquiring of Oversees assets


coking coal , Cash troubled mines
MARKET LEADER
MARKETING
MARKET ‘S SEEKER

GLOBAL LOW COST PRODUCER


PRODUCTIVITY
STANDARDS
HIGH QUALITY PRODUCER

RESEARCH & INNOVATOR


GLOBAL
TECHNOLOGY
FOOTPRINTS SOLUTION PROVIDER

FUTURE IMPROVE RISK RESILLIENCE


PREPAREDNESS
ENSURE SUSTAINABILITY
SCORES ON VARIOUS PARAMETERS OF FIELD SURVEY ANALYSIS

Pt Main Responses Impact area


C1 Accountability & Responsibility PROD

C2 Innovations R&D

C3 Safety PROD

C4 Future Preparedness FP

C5 Work Quality PROD


INVESTIGATION METHODOLOGY

UNDERSTANDING THE CASE

DISCUSSION WITH SUPERIORS

COLLECTION OF EVIDENCE

COMPARISON OF THE CASE

ANALYSING THE CASE

SOLUTION FINDING
97
INVESTIGATION METHODOLOGY

UNDERSTANDING THE CASE

DISCUSSION WITH SUPERIORS

COLLECTION OF EVIDENCE

COMPARISON OF THE CASE

ANALYSING THE CASE

SOLUTION FINDING
98
Lean Manufacturing

http://www.ameurasia.com/en/about/brand/

ta's Proven Methods for Hiring


ng a World-Class Workforce,"
FUTURE PREPARDNESS

PLANNING
IMPROVE RISK RESILLIENCE43,142 Cr planned in 2006-07 went up to
77691 Cr in 2008-09 (80% UP)

EXECUTION 37 Months delay in tender finalization


against the guidelines of 9 months
FUTURE
PREPAREDNESS
IMPLEMENTATION
11 to 53 months delay in site handover

STABILLIZATION 23.83 MT expansion by 2010 went upto ?????


ENSURE SUSTAINABILITY