Our Employees:
Experience, expertise, excellence

Sparrows Point is a beacon of hope and a safe harbor for its most valuable asset - our employees. This dedicated group has triumphantly faced a rapid succession of technological and philosophical changes.

The automation and modernization of nearly all of the division's manufacturing equipment since the mid-1980's required long-term employees to master all-new skills. In addition to operating this sophisticated new machinery, employees themselves created our successful total quality system over a 10-year period of training, developing standards and implementing statistical process controls. Reward for their labor came with positive customer feedback and in becoming the first large steel facility in the United States to earn ISO 9002 certification for quality management.

But sweeping changes of the past were just a warm-up for what is taking place today throughout all operations. Working together in a new Partnership between the union and management, employees are making strides in improving production, efficiency and competitiveness. Employees are redesigning their workplaces, eliminating the need for direct supervision and working as teams. Safety teams are in place in each department and helping to dramatically reduce injuries. Other teams successfully solve problems, improve quality, and help us better serve our customers.

A progressive philosophical change came when the division implemented what we call "Throughput-Based Manufacturing" (TBM). The principal behind TBM is to manage the manufacturing process on the basis of dollars moving through the plant rather than tons, meaning steel production must be closely matched to market demand.

This TBM concept is improving customer service by cutting product cycle time, speeding delivery and increasing reliability. In conjunction with TBM, a new software system called "Rhythm" just went on-line to improve order scheduling and processing.

Employees of Sparrows Point have demonstrated their ability to learn, to adapt, to innovate and to continuously change for the better. Education is a key.

Hours of training have prepared employees well to be proficient with the changing technology of their operations and crafts, and to accommodate and work successfully with radically different concepts. Employees, as the most integral part of our operations, are being educated in every aspect of Sparrows Point's business. To enrich and round out the lives of our employees, the company also supports them in the pursuit of college or non-degree courses, and provides special training at the new Partnership and Training Center, with classrooms, a personal computer lab and offices.

While we are guided by our experiences and sometimes reminisce about changes we have seen, each day we are preparing for a future of providing the highest quality products and superior service to our customers. For them, we must always be a beacon of light and a safe harbor.

Team Tackles Delivery Goal

To nail down a delivery performance commitment to a large customer, Sparrows Point formed a cross-functional team of 19 employees. The division agreed to guarantee this customer on-time deliveries of 95%, a hefty jump from an average 70% rate.

Employee team members, working within their departments and disciplines, saw to it that Bethlehem reached the goal and kept the commitment. The division became the number one supplier to the customer and was awarded additional business.

At any given time, a number of these employee teams are working to improve the quality of Sparrows Point's products and the reliability of service to customers.