The Western U.S. Steel Market PDF Download
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Author: United States International Trade Commission
Publisher:
ISBN:
Category : Government publications
Languages : en
Pages : 144
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Book Description
Author: United States International Trade Commission
Publisher:
ISBN:
Category : Government publications
Languages : en
Pages : 144
Get Book Here
Book Description
Author: United States International Trade Commission
Publisher:
ISBN:
Category : Competition
Languages : en
Pages : 272
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Book Description
Author: United States International Trade Commission
Publisher:
ISBN:
Category : Competition
Languages : en
Pages : 380
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Book Description
Author: United States. Congress. House. Committee on Ways and Means. Subcommittee on Trade
Publisher:
ISBN:
Category : Competition, International
Languages : en
Pages : 280
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Book Description
Author: United States. Congress. Senate. Committee on Finance. Subcommittee on International Trade
Publisher:
ISBN:
Category : Competition, International
Languages : en
Pages : 924
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Book Description
Author: Robert P. Rogers
Publisher: Routledge
ISBN: 1135969167
Category : Business & Economics
Languages : en
Pages : 315
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Book Description
This book provides a basic outline of the history of the American steel industry, a sector of the economy that has been an important part of the industrial system. The book starts with the 1830's, when the American iron and steel industry resembled the traditional iron producing sector that had existed in the old world for centuries, and it ends in 2001. The product of this industry, steel, is an alloy of iron and carbon that has become the most used metal in the world. The very size of the steel industry and its position in the modern economy give it an unusual relevance to the economic, social, and political system.
Author: Kenneth Warren
Publisher: University of Pittsburgh Pre
ISBN: 0822970597
Category : History
Languages : en
Pages : 425
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Book Description
At its formation in 1901, the United States Steel Corporation was the earth's biggest industrial corporation, a wonder of the manufacturing world. Immediately it produced two thirds of America's raw steel and thirty percent of the steel made worldwide. The behemoth company would go on to support the manufacturing superstructure of practically every other industry in America. It would create and sustain the economies of many industrial communities, especially Pittsburgh, employing more than a million people over the course of the century. A hundred years later, the U.S. Steel Group of USX makes scarcely ten percent of the steel in the United States and just over one and a half percent of global output. Far from the biggest, the company is now considered the most efficient steel producer in the world. What happened between then and now, and why, is the subject of Big Steel, the first comprehensive history of the company at the center of America's twentieth-century industrial life.Granted privileged and unprecedented access to the U.S. Steel archives, Kenneth Warren has sifted through a long, complex business history to tell a compelling story. Its preeminent size was supposed to confer many advantages to U.S. Steel—economies of scale, monopolies of talent, etc. Yet in practice, many of those advantages proved illusory. Warren shows how, even in its early years, the company was out-maneuvered by smaller competitors and how, over the century, U.S. Steel's share of the industry, by every measure, steadily declined. Warren's subtle analysis of years of internal decision making reveals that the company's size and clumsy hierarchical structure made it uniquely difficult to direct and manage. He profiles the chairmen who grappled with this "lumbering giant," paying particular attention to those who long ago created its enduring corporate culture—Charles M. Schwab, Elbert H. Gary, and Myron C. Taylor.Warren points to the way U.S. Steel's dominating size exposed it to public scrutiny and government oversight—a cautionary force. He analyzes the ways that labor relations affected company management and strategy. And he demonstrates how U.S. Steel suffered gradually, steadily, from its paradoxical ability to make high profits while failing to keep pace with the best practices. Only after the drastic pruning late in the century—when U.S. Steel reduced its capacity by two-thirds—did the company become a world leader in steel-making efficiency, rather than merely in size. These lessons, drawn from the history of an extraordinary company, will enrich the scholarship of industry and inform the practice of business in the twenty-first century.
Author: Kenneth Warren
Publisher: University of Pittsburgh Press
ISBN: 0822978733
Category : History
Languages : en
Pages : 352
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Book Description
A richly detailed account of the American steel industry from its beginnings until 1970, when its long period of international leadership was challenged, this book interprets steel from viewpoints of historical and economic geography. It considers both physical factors, such as resouces, and human factors such as market, organization, and governmental policy. In major discussions of the east coast, Pittsburgh, the Ohio Valley, the Great Lakes, the South and the West, Warren analyzes the location and relocation of steel plants over 120 years. He explains the influence on location of a variety of factors: The accessibility of resources, the cost of transportation, the existence of specialized markets, and the availability of entrepreneurial skills, capital, and labor. He also evaluates the role of management in the development of the industry, through an analysis of individual companies, including Bethlehem, Carnegie, United States Steel, Kaiser, Inland, Jones and Laughlin, and Youngstown Sheet and Tube. Warren examines the influence exerted on the industry by complex technological changes and weighs their significance against market forces and the supply of natural resources. In the production process alone, the industry changed from pig iron to steel; from charcoal to anthracite; to bituminous coking coal; and from the widespread use of low-grade ore from the eastern United States, to the high quality but localized deposits of the Upper Great Lakes, to imported ores. Unlike other industrialized nations, the United States has undergone major geographical shifts in steel consumption since the 1850s. As the American population moved south and west into new territory, steel followed. Warren concludes that these radical alterations in the distribution and demand were the decisive force in the location of steel production.
Author: Hugh Arce
Publisher:
ISBN:
Category : Export controls
Languages : en
Pages :
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Book Description
Author: Roger S. Ahlbrandt
Publisher: Oxford University Press
ISBN: 0198026773
Category : Business & Economics
Languages : en
Pages : 198
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Book Description
By the end of the 1980s, the once mighty U.S. steel industry seemed on its last legs. More than a quarter of a million jobs had been lost, and communities like Pittsburgh and Bethlehem were devastated. Yet today, the industry again stands as a world-class competitor. In The Renaissance of American Steel, Roger Ahlbrandt, Richard Fruehan, and Frank Giarratani illuminate the forces behind this remarkable comeback, drawing valuable lessons for managers not only in the steel business but in any business now battling the global marketplace. Citing evidence from a wide range of companies in the U.S., the U.K., and Japan, and clearly explaining the basics of steel production, the authors show how the industry's rebirth resulted both from the downsizing of big companies and the rise of minimills capturing markets from the larger companies. They describe how large, traditional firms--including U.S. Steel, British Steel, and Nippon Steel--recognized that they had to reduce the scope of their operations and reorganize to become more competitive. U.S. Steel CEO Tom Graham, for instance, closed plants and refocused the firm's resources on the market for flat-rolled products. The book also examines how minimills--such as Nucor, Birmingham Steel, Oregon Steel, Tokyo Steel, and Co-Steel Sheerness--have redefined the industry's structure and competitive dynamics. Nucor, in particular, has emerged as the leader among the minimills--the largest electric furnace-based steel company in the U.S., with annual sales exceeding $3 billion. The reader learns how CEO Ken Iverson, recognizing the opportunities to be seized if Nucor moved beyond traditional products (such as steel joists and rebar), created the most innovative steel mill in the world, with a consistent record of investing in new technologies to lower operating costs and to move into sophisticated, value-added products. Throughout the book, the authors offer sharp insights into the steel industry in the U.S. and abroad--but more important, they highlight the lessons to be learned for managers in all industries. The authors conclude, for instance, that success for both large and small steel producers depends on a critical interplay of factors that touch on leadership, new technologies, and decentralized management. Effective leaders, the authors find, don't micromanage; they set a goal for the company and communicate it broadly to gain employees' commitment. High-performing companies aggressively seek technical know-how, even if it means purchasing it from foreign competitors or securing joint agreements. And finally, successful companies decentralize, empowering employees far down in the organization to handle daily decisionmaking. This in-depth analysis of a radically changed industry speaks volumes about the value of flexibility in business. It is an essential resource for any manager working in today's global economy.
