Changing culture at tenaris

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Reference no: EM132228983

CASE STUDY : CHANGING CULTURE AT TENARIS

Consider the following: 17,000 hourly employees and 1,200 supervisors from 20 cultures needed to be integrated into one company and share a common focus. Such was the situation facing Tenaris, a global industrial company that had grown through acquisitions and become a leader in its sector. The company manufactures and supplies tubular products and services used for drilling and production of oil and gas, as well as tubular products and services for process and power plants, automotive applications, and specialized industrial applications. Tenaris was started in 2002 and grew through acquisitions of plants and greenfield projects around the world, including Canada, Colombia, Thailand, Indonesia, Saudi Arabia, and other countries. The company was recognized in 2016 as #8 on the Training Top 125 list, selected by Training magazine in recognition of the company’s commitment to employee training. A major challenge for the company in achieving its goal was standardizing the work of the hourly employees in their mills. The company understood that it needed to provide the same high-quality products and services regardless of where they were made or used. To achieve this goal of standardizing industrial processes in all mills, Tenaris created a project called 00100 in 2008. This global project name translated as 0 accidents, 0 defects, and 100 percent compliance.

1. Identify the steps that Tenaris should have taken to ensure it could reach its goal.

2. What role would a needs assessment play in the process of developing a training program?

3. Why would Tenaris have decided to use training to change culture?

4. Discuss how training would have been different had Tenaris been a smaller company.

Reference no: EM132228983

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