Abstract
The first part of this review gave a strategic overview of the local and world events that helped shape Scunthorpe Steelworks since 1973. The key issues were getting to grips with operating new plant, drastic cost cutting in a dire economic environment, yet simultaneously having to develop new products as traditional markets declined and new opportunities were generated. The present paper describes the initial post-commissioning of the plant in 1973 and how, because of the poor general financial state of the UK steel industry, capital funding for big projects was limited, so developments to reduce costs, improve quality and increase output were dominated by incremental spending rather than spending on major capital schemes.
Significant changes to capital plant, process routes, product range and quality have occurred. The Works remains one of the premier integrated steel plants in Corus and, as a major £130m investment programme is completed, it is set for a significant role in future company strategy.
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