The route undertaken at Arcelor Piombino…
Arcelor Piombino has created a managerial system so as to ensure a long lasting continuity of the company and to obtain concrete benefits (satisfaction of the clients, staff, shareholders, suppliers as well as territory), which permits the participation of the people in the decision making as well as working together (“Participative Management”). Regarding the client satisfaction, which allows the Company to excel, there must be a total participation, from the operation level to the management.

The aim has been to prepare a modern “management”, ensuring the continuity of the actions undertaken and the consolidation of the cultural changes, permitting the people the right to express freely their own ideas on any and all company problems, reaching a spontaneous involvement, which is considered necessary for the evolution and development of the company.
The achievement of this objective (still in act), has been the natural step ahead of a path undertaken in Arcelor Piombino in 1989:

 

The Total Quality Project

The projects main objectives….

• To achieve a management with shared responsibility, passing from delegating the tasks to delegating results
• Organize an harmonious chain client/supplier within the company
• Recover the professionalism of the individual components of the company

The essential components for the development of the Total Quality project have been the staff’s participation and involvement.

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The participation and involvement activity to the continuous improvement activity are in reality made possible through the use of three main tools:

• I Work Groups
• II PAC (Competitive Action Plan)
• II PAD (Annual Development Plan)
• II TPM (Total Productive Maintenance)

Work Groups
Consists of groups of volunteers, who, in periodic meetings piloted by a coordinator, deal freely with the internal problems regarding activities for which they are responsible (quality, productivity, procedures, safety and working conditions).

Competitive Action Plan
Regards a participative system, which involves all company activities, regarding the reduction of costs of the non-quality, to the reduction of general wastes, with the aim that the group or the individual place himself or herself in an autonomous and spontaneous manner as from the beginning of the year.

Annual Development Plan
Relates to a tool of information regarding the policies and strategies of the Company

• to pilot the continuous improvement
• to achieve in a structured manner the policies and strategies of the Company
• to mobilize the Company completely towards the achievement of these objectives.

To sum it up a tool managing the change.

Total Productive Maintenance
The TPM “philosophy” is the print to involve in the most responsible manner the staff that cares for the safety of the factories and of the non-pollution of the environment in which we operate, as a prime priority of the safety norms.
In fact, it is defined as a series of principles and methods organized in a global strategy, in order to obtain minimum costs and maximum performance and efficiency of the factories and its life expectancy.
Responsibility is one of the fundamental principles on which TPM is based, by means of offering the staff the “satisfaction” of taking care and interest of their own work tools and consequently to develop the sense of appropriation that, in our opinion, reveals itself amongst the main factors through which it is possible to obtain qualitative improvements in the manner of operating.