steeling for changesteeling for changesteeling for change

by:Chengbai     2020-01-24
(Apr 24, 2007)
Shang Mei PowellJacques Chabanier was sent to Hamilton \". North America.
With an ambitious strategy, amiable 58-year-
Senior executives are ready to turn Dofasco into a North American stronghold of Luxembourg\'s steel giant Arcelor.
With the rapid expansion of the United States,S.
And Mexico. Things change.
At the end of May, Chabanier and Dofasco will part their way, and their prospects have changed dramatically after the massive acquisition of celor by Mittal Steel.
Chabanier, who resigned for personal reasons last month, will be replaced by German steel executive Juergen Schachler.
Dofasco will face a new future, not as the North American center of Arcelor, but as a factory in a large stake in Arcelor Mittal.
This is an unprecedented turning point for the iconic Hamilton steelmaker, which triggered the worker\'s response to Dofasco--
Has long been a symbol of local philanthropy, success and civic pride-
Business units as foreign owners will wither.
\"After 10 years, I\'m not sure if there will be Dofasco,\" said Randy kassins, steel analyst at BMO Financial . \".
\"It will be the Mittal dofaesko factory or the Mittal Hamilton factory.
\"As part of the Chicago-based North American network, Dofasco will see a fundamental shift in identity.
It\'s huge because it\'s always Hamilton-
Former CEO John Mayberry said.
\"The study was conducted in Hamilton and the decision was made in Hamilton, which would be completely different because, frankly, it was a branch plant that reported to the parent company.
To some extent, more concentrated decisions will be made.
\"The question about the name of Dofasco and how much local autonomy a distant headquarters will be deprived of is pending as workers wait for news about how day-to-day operations will change.
A staff member said: \"We always think about what is best for our local area, and our top management always seems to do the right thing . \" He is a 29-year-old veteran of Dofasco.
\"Now we are thousands of employees in a company with thousands of employees.
This is a big difference.
I think we\'re trying to figure this out.
\"At the moment, it is certain that Dofasco\'s priority is to reduce costs, in part because of the 6,400 layoffs through attrition.
\"I think everyone I interviewed at Dofasco realized that Dofasco didn\'t have the same productivity as some other factories. . .
The company has to address the productivity challenge, \"said Lu shuershi, CEO of ancelormittal flat carbon America. \"(Dofasco)
Traditionally, I have an approach to these challenges through the attrition program, so we are certainly willing to keep that approach if it works.
\"For workers who have been through nearly two years of turmoil, that means more change.
The Odyssey begins with the purchase of Arcelor and Dofasco is locked in the United StatesS.
The Justice Department ordered it to stop interacting with its parents.
For months, Chabanier cut off contact with his superiors and was forced to pass all decisions through the judicial overseer.
\"This is an unprecedented situation,\" said Chabanier, who was initially \"designated Mr.
\"North America,\" he said \".
Due to the disruption of negotiations between Dofasco and anselle and Mittal, Hamilton workers had to rely on news reports to cover the merger.
In the uncertain case, the morale of the factory fell, and then when Dofasco Hamilton did not earn enough money to pay for the minimum profit requirement of the worker, it was hit againsharing plans --
It is rare in this steel company.
\"We changed from a major player to a breeder and now morale is bad,\" said one worker . \".
\"This is the worst I \'ve seen in 26 years.
Chabanier insists the uncertainty is over and the spirit in the store is rebounding. Profit-
He said that the sharing plan will continue and the relationship between the company and the community will continue to develop ---
It contributed $2.
3 million of dozens of local institutions last year-
Will maintain
In the consolidation of the steel industry, Chabanier doubts that Dofasco can survive without the support of a global steel company.
\"In terms of innovation and R & D, we are small and unable to meet the new expectations of large car companies that want suppliers to participate in the design of new models,\" he said.
As part of the world\'s largest steel manufacturer, Dofasco will receive global research and development and can learn from best practices in other factories, he said.
When negotiating with raw material suppliers and customers, it will also have more power at the negotiating table.
Nevertheless, insecurity is hard to shake.
Aware of this, earlier this year, United Steel Workers appeared at the door of Dofasco, hoping to organize long-termstanding non-union shop.
\"I wouldn\'t be surprised if you saw Dofasco join the Union,\" said Peter Warrian, a professor at the University of Toronto who studies the steel industry.
\"Mentally, workers can no longer rely on the feeling of local family control.
\"Our products are steel. Our strength is human. Our home is Hamilton ? \"
\"It\'s too early to call,\" said the cousin . \". Npowell @ thespec. com905-526-
46. 20 in their own words, the numbers \"Arcelor and Dofasco are always safe in terms of methods, rationality and conservatism.
Mittal runs faster and takes more risk, but the rewards are higher when you dare to take risks and be smart.
In order to make a decision faster, this is what we have to learn. \"-
Jacques Chabanier, the outgoing CEO of Dofasco, who is responsible for integrating Arcelor and Dofasco with Mittal Steel, \"I think it has a very good brand in the market, but I am the whole company on a global scale. \"-
Lou Schorsch of CEO Mittal Lo Mittal flat America for the future of the Dofasco brand \"I don\'t know what (
Of ancelormittal)
The communities they serve performed well.
I think one thing is true that many of the companies they have acquired in the past do not have communities like Dofasco. \"-
John Mayberry, a former steel producer at Dofasco CEOWorld (
Metric tons)Total: 1.
Canada: 15 th.
Mexico: 16.
Europe: 450 million-150 million China160 millionU. S.
: 120 million Japan: 120 million India: 30 million Source: International Institute of Steel (2006);
David Phelps, Hamilton employment 100, American Institute of Steel: The highest number of employees in Dofasco in any year (1980)
22,800: maximum combined employment in Dofasco for any year (
1988, including Algoma)
6,630: current employment in Hamilton 10,746: current combined employment (
Including QCM, Dofasco tube and Dofasco USA)(Apr 24, 2007)
Shang Mei PowellJacques Chabanier was sent to Hamilton \". North America.
With an ambitious strategy, amiable 58-year-
Senior executives are ready to turn Dofasco into a North American stronghold of Luxembourg\'s steel giant Arcelor.
With the rapid expansion of the United States,S.
And Mexico. Things change.
At the end of May, Chabanier and Dofasco will part their way, and their prospects have changed dramatically after the massive acquisition of celor by Mittal Steel.
Chabanier, who resigned for personal reasons last month, will be replaced by German steel executive Juergen Schachler.
Dofasco will face a new future, not as the North American center of Arcelor, but as a factory in a large stake in Arcelor Mittal.
This is an unprecedented turning point for the iconic Hamilton steelmaker, which triggered the worker\'s response to Dofasco--
Has long been a symbol of local philanthropy, success and civic pride-
Business units as foreign owners will wither.
\"After 10 years, I\'m not sure if there will be Dofasco,\" said Randy kassins, steel analyst at BMO Financial . \".
\"It will be the Mittal dofaesko factory or the Mittal Hamilton factory.
\"As part of the Chicago-based North American network, Dofasco will see a fundamental shift in identity.
It\'s huge because it\'s always Hamilton-
Former CEO John Mayberry said.
\"The study was conducted in Hamilton and the decision was made in Hamilton, which would be completely different because, frankly, it was a branch plant that reported to the parent company.
To some extent, more concentrated decisions will be made.
\"The question about the name of Dofasco and how much local autonomy a distant headquarters will be deprived of is pending as workers wait for news about how day-to-day operations will change.
A staff member said: \"We always think about what is best for our local area, and our top management always seems to do the right thing . \" He is a 29-year-old veteran of Dofasco.
\"Now we are thousands of employees in a company with thousands of employees.
This is a big difference.
I think we\'re trying to figure this out.
\"At the moment, it is certain that Dofasco\'s priority is to reduce costs, in part because of the 6,400 layoffs through attrition.
\"I think everyone I interviewed at Dofasco realized that Dofasco didn\'t have the same productivity as some other factories. . .
The company has to address the productivity challenge, \"said Lu shuershi, CEO of ancelormittal flat carbon America. \"(Dofasco)
Traditionally, I have an approach to these challenges through the attrition program, so we are certainly willing to keep that approach if it works.
\"For workers who have been through nearly two years of turmoil, that means more change.
The Odyssey begins with the purchase of Arcelor and Dofasco is locked in the United StatesS.
The Justice Department ordered it to stop interacting with its parents.
For months, Chabanier cut off contact with his superiors and was forced to pass all decisions through the judicial overseer.
\"This is an unprecedented situation,\" said Chabanier, who was initially \"designated Mr.
\"North America,\" he said \".
Due to the disruption of negotiations between Dofasco and anselle and Mittal, Hamilton workers had to rely on news reports to cover the merger.
In the uncertain case, the morale of the factory fell, and then when Dofasco Hamilton did not earn enough money to pay for the minimum profit requirement of the worker, it was hit againsharing plans --
It is rare in this steel company.
\"We changed from a major player to a breeder and now morale is bad,\" said one worker . \".
\"This is the worst I \'ve seen in 26 years.
Chabanier insists the uncertainty is over and the spirit in the store is rebounding. Profit-
He said that the sharing plan will continue and the relationship between the company and the community will continue to develop ---
It contributed $2.
3 million of dozens of local institutions last year-
Will maintain
In the consolidation of the steel industry, Chabanier doubts that Dofasco can survive without the support of a global steel company.
\"In terms of innovation and R & D, we are small and unable to meet the new expectations of large car companies that want suppliers to participate in the design of new models,\" he said.
As part of the world\'s largest steel manufacturer, Dofasco will receive global research and development and can learn from best practices in other factories, he said.
When negotiating with raw material suppliers and customers, it will also have more power at the negotiating table.
Nevertheless, insecurity is hard to shake.
Aware of this, earlier this year, United Steel Workers appeared at the door of Dofasco, hoping to organize long-termstanding non-union shop.
\"I wouldn\'t be surprised if you saw Dofasco join the Union,\" said Peter Warrian, a professor at the University of Toronto who studies the steel industry.
\"Mentally, workers can no longer rely on the feeling of local family control.
\"Our products are steel. Our strength is human. Our home is Hamilton ? \"
\"It\'s too early to call,\" said the cousin . \". Npowell @ thespec. com905-526-
46. 20 in their own words, the numbers \"Arcelor and Dofasco are always safe in terms of methods, rationality and conservatism.
Mittal runs faster and takes more risk, but the rewards are higher when you dare to take risks and be smart.
In order to make a decision faster, this is what we have to learn. \"-
Jacques Chabanier, the outgoing CEO of Dofasco, who is responsible for integrating Arcelor and Dofasco with Mittal Steel, \"I think it has a very good brand in the market, but I am the whole company on a global scale. \"-
Lou Schorsch of CEO Mittal Lo Mittal flat America for the future of the Dofasco brand \"I don\'t know what (
Of ancelormittal)
The communities they serve performed well.
I think one thing is true that many of the companies they have acquired in the past do not have communities like Dofasco. \"-
John Mayberry, a former steel producer at Dofasco CEOWorld (
Metric tons)Total: 1.
Canada: 15 th.
Mexico: 16.
Europe: 450 million-150 million China160 millionU. S.
: 120 million Japan: 120 million India: 30 million Source: International Institute of Steel (2006);
David Phelps, Hamilton employment 100, American Institute of Steel: The highest number of employees in Dofasco in any year (1980)
22,800: maximum combined employment in Dofasco for any year (
1988, including Algoma)
6,630: current employment in Hamilton 10,746: current combined employment (
Including QCM, Dofasco tube and Dofasco USA)(Apr 24, 2007)
Shang Mei PowellJacques Chabanier was sent to Hamilton \". North America.
With an ambitious strategy, amiable 58-year-
Senior executives are ready to turn Dofasco into a North American stronghold of Luxembourg\'s steel giant Arcelor.
With the rapid expansion of the United States,S.
And Mexico. Things change.
At the end of May, Chabanier and Dofasco will part their way, and their prospects have changed dramatically after the massive acquisition of celor by Mittal Steel.
Chabanier, who resigned for personal reasons last month, will be replaced by German steel executive Juergen Schachler.
Dofasco will face a new future, not as the North American center of Arcelor, but as a factory in a large stake in Arcelor Mittal.
This is an unprecedented turning point for the iconic Hamilton steelmaker, which triggered the worker\'s response to Dofasco--
Has long been a symbol of local philanthropy, success and civic pride-
Business units as foreign owners will wither.
\"After 10 years, I\'m not sure if there will be Dofasco,\" said Randy kassins, steel analyst at BMO Financial . \".
\"It will be the Mittal dofaesko factory or the Mittal Hamilton factory.
\"As part of the Chicago-based North American network, Dofasco will see a fundamental shift in identity.
It\'s huge because it\'s always Hamilton-
Former CEO John Mayberry said.
\"The study was conducted in Hamilton and the decision was made in Hamilton, which would be completely different because, frankly, it was a branch plant that reported to the parent company.
To some extent, more concentrated decisions will be made.
\"The question about the name of Dofasco and how much local autonomy a distant headquarters will be deprived of is pending as workers wait for news about how day-to-day operations will change.
A staff member said: \"We always think about what is best for our local area, and our top management always seems to do the right thing . \" He is a 29-year-old veteran of Dofasco.
\"Now we are thousands of employees in a company with thousands of employees.
This is a big difference.
I think we\'re trying to figure this out.
\"At the moment, it is certain that Dofasco\'s priority is to reduce costs, in part because of the 6,400 layoffs through attrition.
\"I think everyone I interviewed at Dofasco realized that Dofasco didn\'t have the same productivity as some other factories. . .
The company has to address the productivity challenge, \"said Lu shuershi, CEO of ancelormittal flat carbon America. \"(Dofasco)
Traditionally, I have an approach to these challenges through the attrition program, so we are certainly willing to keep that approach if it works.
\"For workers who have been through nearly two years of turmoil, that means more change.
The Odyssey begins with the purchase of Arcelor and Dofasco is locked in the United StatesS.
The Justice Department ordered it to stop interacting with its parents.
For months, Chabanier cut off contact with his superiors and was forced to pass all decisions through the judicial overseer.
\"This is an unprecedented situation,\" said Chabanier, who was initially \"designated Mr.
\"North America,\" he said \".
Due to the disruption of negotiations between Dofasco and anselle and Mittal, Hamilton workers had to rely on news reports to cover the merger.
In the uncertain case, the morale of the factory fell, and then when Dofasco Hamilton did not earn enough money to pay for the minimum profit requirement of the worker, it was hit againsharing plans --
It is rare in this steel company.
\"We changed from a major player to a breeder and now morale is bad,\" said one worker . \".
\"This is the worst I \'ve seen in 26 years.
Chabanier insists the uncertainty is over and the spirit in the store is rebounding. Profit-
He said that the sharing plan will continue and the relationship between the company and the community will continue to develop ---
It contributed $2.
3 million of dozens of local institutions last year-
Will maintain
In the consolidation of the steel industry, Chabanier doubts that Dofasco can survive without the support of a global steel company.
\"In terms of innovation and R & D, we are small and unable to meet the new expectations of large car companies that want suppliers to participate in the design of new models,\" he said.
As part of the world\'s largest steel manufacturer, Dofasco will receive global research and development and can learn from best practices in other factories, he said.
When negotiating with raw material suppliers and customers, it will also have more power at the negotiating table.
Nevertheless, insecurity is hard to shake.
Aware of this, earlier this year, United Steel Workers appeared at the door of Dofasco, hoping to organize long-termstanding non-union shop.
\"I wouldn\'t be surprised if you saw Dofasco join the Union,\" said Peter Warrian, a professor at the University of Toronto who studies the steel industry.
\"Mentally, workers can no longer rely on the feeling of local family control.
\"Our products are steel. Our strength is human. Our home is Hamilton ? \"
\"It\'s too early to call,\" said the cousin . \". Npowell @ thespec. com905-526-
46. 20 in their own words, the numbers \"Arcelor and Dofasco are always safe in terms of methods, rationality and conservatism.
Mittal runs faster and takes more risk, but the rewards are higher when you dare to take risks and be smart.
In order to make a decision faster, this is what we have to learn. \"-
Jacques Chabanier, the outgoing CEO of Dofasco, who is responsible for integrating Arcelor and Dofasco with Mittal Steel, \"I think it has a very good brand in the market, but I am the whole company on a global scale. \"-
Lou Schorsch of CEO Mittal Lo Mittal flat America for the future of the Dofasco brand \"I don\'t know what (
Of ancelormittal)
The communities they serve performed well.
I think one thing is true that many of the companies they have acquired in the past do not have communities like Dofasco. \"-
John Mayberry, a former steel producer at Dofasco CEOWorld (
Metric tons)Total: 1.
Canada: 15 th.
Mexico: 16.
Europe: 450 million-150 million China160 millionU. S.
: 120 million Japan: 120 million India: 30 million Source: International Institute of Steel (2006);
David Phelps, Hamilton employment 100, American Institute of Steel: The highest number of employees in Dofasco in any year (1980)
22,800: maximum combined employment in Dofasco for any year (
1988, including Algoma)
6,630: current employment in Hamilton 10,746: current combined employment (
Including QCM, Dofasco tube and Dofasco USA)
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