Sources for this book consist principally of interviews with top management steel personnel on a global basis, as well as information drawn from the American Iron and Steel Institute, the International Iron and Steel Institute, the Japan Iron and Steel Federation, Metal Bulletin, and American Metal Market. DLC: Steel industry and trade Forecasting.
The History of Metals in America chronicles the development of metals as both an industrial activity and a science. Progress involving structural metals made possible the air, land, sea, and space travel of today, skyscrapers reaching over 100 stories high, and many other engineering accomplishments that continue to shape modern society. This lively book takes the reader on a fascinating journey through the evolution of metals and metallurgy from the beginning of iron production in colonial times with the first iron plant in 1645 to the prevailing metals of the 21st century. Each chapter describes the development of a metal or series of metal alloys, industry growth, and modern uses in manufacturing. It includes chapters on cast iron, wrought iron, alloy steels, tool steels, stainless steels, nickel-base superalloys, aluminum, and titanium. Other chapters cover the science of metals as it developed from 1890 to 1950 and the biographies of the pioneers of metals research. The final chapters cover the formation, growth, and decline of the integrated steel industry and the rise of a new industry in steel minimills. The History of Metals in America will appeal to readers in all sectors of the materials industry, students and faculty of engineering programs, middle and high school American history students, and anyone interested in the history of technology, travel, tools, and machinery in the U.S. The author, Charles R. Simcoe, wrote more than 40 articles for ASM International’s Advanced Materials & Processes magazine, including a monthly series entitled “Metallurgy Lane,” which became the basis for this book.
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.
For over a century, the US steel industry has led the global market with advances in technology, product development, and marketing. Industry leaders recognize both the opportunities and challenges they face as they head into the 21st century, and that cooperative R and D is key to their success. In a unique partnership, steel industry leaders have teamed with the US Department of Energy's Office of Industrial Technologies (OIT) to focus on innovative technologies that will help to strengthen the competitive position of the US steel industry and, at the same time, further important national goals. This industry-led partnership, the Steel Industry of the Future, promotes technologies that optimize the use of energy and materials in operation and reduce wastes and energy-related emissions. Led by the American Iron and Steel Institute (AISI) and the Steel Manufacturers Association (SMA), industry leaders began by developing a unified vision for the next 20 years: to provide high-quality, value-added products to a wide array of customers in an environmentally friendly, cost-effective manner, while leading the world in innovation and technology. Continued global leadership in materials markets will require the combined resources of industry, universities, and government laboratories. The steel industry vision provided a framework for the next step in the Industries of the Future process, the development of a technology roadmap designed to facilitate collaborative R and D on advanced processes and technologies for the steel industry.
Steel companies were at the birth of the modern business corporation. The first billion dollar corporation ever formed was U.S. Steel in 1901. By the mid-twentieth century the steel mill and the automobile plant were the two pillars upon which the twentieth century industrial economy rested. Given the scale of capital and operations, vertical integration was seen to be pivotal, from the raw materials of iron ore and coal on one end of the supply chain to the myriad of finished products on the other. By the end of the twentieth century, however, things had dramatically changed. Take a look inside for a brilliant and concise history of the steel industry. The author has put together a true presentation of the economics of the industry, with an overview of how the industry operates and the environment in which it operates. This book includes a detailed discussion of the regulation of the industry; a documentation of the reasons why a rejuvenated steel industry will be critical to the economic health of the United States and Canada; and a rationale for the reemergence of the steel industry in particular, and manufacturing in general, as a vital force in the North American economy of the new millennium. It was widely perceived that the United States was moving from an industrial age into an information age, driven by high technology. That process is now being reversed. The steel industry has continuously been forced to remake itself, and this book describes those developments and dynamics.
