Continuous Improvement - the Corus Way

Continuous Improvement - The Corus Way

Introduction

In 2005, Corus was the eighth biggest steel maker in the world. It operates in over 40 countries. Since 1999, when it was

set up, it has been making losses. In 2004 its new boss brought in a programme called 'Restoring Success'. This was

designed to reduce waste and increase efficiency. By the end of 2004, this was a success with half of the target savings

made. Corus made a profit for the first time in 2004.

Continuous Improvement (CI)

In 2005 Corus decided to improve on the 'Success' programme by getting better all round. The new programme is called

'The Corus Way'.

It has three main aims for Corus:

* to become the best supplier to the best customers

* to adopt world class methods based on CI

* to grow.

CI is central to 'The Corus Way'. It has grown out of an idea from Japan called 'kaizen'. This said that firms should

always be trying to improve, even in small ways. It covers all aspects of a business, not just production. It means

changing the 'culture' or way workers behave, so that everyone is always trying to improve. It involves less waste and

workers working 'smarter'. This does not mean working harder, but to be spending time creating value for customers.

Workers should cut out activities that waste time or do not produce value.

The Corus Academy

Corus needed to make sure that CI was put into practice in the same way in all of its sections. To do this it set up a

'virtual' academy. This helps Corus share best practice. It builds common approaches to the sharing of knowledge and