Progress made in our standard of living throughout the world is in no small measure due to the contributions of stainless steels, used with new technologies.
What is the size and value of the stainless steel industry in the world today? An answer to this question was supplied by Paul R. Roedel of Carpenter Technology Corporation, during an international stainless steel conference organised in November 1984 by Metal Bulletin. Excluding eastern block countries, it is estimated that the consumption is 5 million metric tons in a good year. Assuming the average value is about 2 000 dollars per metric ton, the world stainless sector would be about 10 billion dollars. However, the real value to society of stainless steels cannot be measured in tons or dollars of steel consumed alone. There are other important considerations such as industrial growth and technological development which can be seen by looking at its history.
The stainless steel industry has always been viewed as an advanced, high-technology industry even from its earliest inception in the 1920’s. However, in line with the general technological and scientific explosion over the last few decades, stainless steel development has been driven by the market needs.
New stainless materials, with special combinations of corrosion resistance, machinability, hardness, and other special characteristics were required to meet market needs, and not to pander to the whims of boffins. For example when man went to the moon and back, stainless steels were part of that pioneering journey.
Quality needs have also been an important driving force in stainless steel development. New levels of metal performance and lower tolerances for error were required for certain critical market applications. This has led to the development of new production processes needed to produce higher performance steels.
Cost control has always been important and has led to the development of more efficient production techniques over the years. The argon-oxygen decarburization (A.O.D.) process was a cost-driven technology which significantly reduced the cost of producing stainless steels. Continuous casting has also contributed significantly to yield and cost improvement.
PERSONNEL ATTENTION – A VITAL AREA FOR ALL COMPANIES IN THE STAINLESS STEEL INDUSTRY
One thing we must, however, never forget is that solutions to market needs are the product of actions by people.
Quality and cost control can only be achieved in an organisation by educating people in these areas.
Increasingly workers will demand participation in management decisions. The days of the autocratic manager are numbered. Not only does this type of person demotivate staff, but such a person also retards progress. What workers want is appreciation by management of work well done. This helps develop a sense of job security, in these difficult times, and also encourages pride in a job well done.
Over the past decade in South Africa the impetus was on developing infrastructures to ensure local and export expansion. In the next decade, there will be a rapid redistribution of earning power among all races. Workers will demand more education and training to allow them to better their lot. They will no longer tolerate a heavy handed management approach. They will rebel against underemployment and the lack of personal achievement. Are we gearing ourselves to meet these challenges? We need to concentrate more on education and training. We need to employ better communication both upwards and downwards.
No longer will we be able to rule by fear of unemployment alone. We will need to create opportunities for personal advancement. Without more skilled workers in South Africa we will not be able to advance our technology. This will make us non-competitive with the rest of the world. Our inflation will continue to be higher than the world standard. Our exports will become non-competitive or only tradable for “bananas”. Not only should our slogan be “Export or Die”, we should also believe in the phrase “Adapt or Die”.
SASSDA is now taking an aggressive approach in education and training, with an increased awareness of the importance of the worker.
STAFF MOTIVATION – MORE THAN MEETS THE EYE!
The subject of staff motivation is a complex one. Staff is drawn from two sources. Those who are basically self-motivated and those who need active motivation before they will perform. With both groups the primary desire is to be given personal recognition and both respond well to encouragement, and help. We do not motivate people by giving them responsibility, yet retaining the power to make decisions. Proper transfer of responsibility means transfer of the right to take certain decisions and to take control of a certain area. Many managers try to hand over responsibilities, yet hold onto all the control. The consequences of this action could be that at the least expected moment they will be let down by staff, who obviously resent being placed in such a situation.
To get the company right, you, as the manager, need to actively participate in getting the people right!
In this issue we feature a new approach taken by Control Data in human resources and employer/ employee relationship. This is an area where industry will need to pay considerable attention in the future.
