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January 2017

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thebossmagazine.com

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4

scrapmetalservices.com

• (708)-730-1400

R

AP METAL

LE

A

DING PROVIDE

R

S

OF SC

S

OURCING,

PROCESSING, REC

Y

CLING,

LOGISTICS,

MANAGEMENT, BROKERAGE,

RROUS AND

AND MILL SERVICES TO FE

ONSUMERS

NON-FERROUS SUPPLIERS AND C

Scrap Metal Processing • Mill Services • Brokerage • Logistics

Intermodal, Railcar, Ship and Vessel Dismantling/Recycling

There were several places

inside the company that could

use updating, and Hritz was

the man to do it.

“I was invited to India to

give a presentation to The

Jindal Group on how I would

restructure JSW Steel,” Hritz

said. “I had the opportunity

to visit their facilities and was

impressed by their ethical and

corporate practices, as well as

their care for people. I knew it

would be a good fit.”

When he got started in the

U.S. facilities, equipment

needed fixing and upgrading

and the plate mill required

new preventative maintenance

procedures to be put in

place. A cultural shift was a

top priority.

“We treat all of our employees

with dignity,” he said. “The

people in our facilities needed

to be believed in. We defined

our expectations for personal

accountability and began

working on a plan towards

employee empowerment. The

cultural transformation has

taken quite a while, but it’s the

thing I’m most proud of today.”

It was not an easy task: JSW

Steel’s leadership had to

address equipment issues,

and employees had to do

more with less. Prioritization

was key, as investment was

necessary in almost every part

of the company.

But it was worth it. JSW Steel’s

facility is the only giant plate

mill combo with a contiguous

pipe mill for the energy and

the oil and gas transmission

segment in North America.

It’s an important facility in a

crucial location that has now

been approved to work with

nearly every company in the

industries it serves.

Internally, Hritz can see the

difference the new company

culture has brought.

“The cohesion of the group is

incredible. Everyone’s mindset

is focused around a common

goal. We have a meeting every

morning that contains 35

to 40 of our key employees

to discuss everything that

occurred during the last 24-

hour period. Our cultural

transformation has everyone

anticipating everyone else’s