netrashetty
Netra Shetty
Allegheny Energy (NYSE: AYE) is an investor-owned electric utility headquartered in Greensburg, Pennsylvania. It owns and operates electric generation facilities and delivers electric services to customers in Pennsylvania, West Virginia, Maryland and Virginia. Allegheny Energy was incorporated in Maryland in 1925.[3] However, some of its predecessor companies have been serving their communities for over a century.
The company has three primary businesses:
merchant generation, which operates power plants primarily in Pennsylvania and West Virginia;
transmission expansion; and
utility operations, consisting of transmission and distribution operations serving 1.6 million customers, primarily in small towns and rural areas. Southwestern Pennsylvania, excluding the city of Pittsburgh, provides about half of regulated utility revenues
President
Paul Evanson
4
Director
Furlong Baldwin
4
Director
Julia Johnson
2
Director
Christopher Pappas
5
Director
Michael Sutton
Director
Cyrus Freidheim
2
Director
Steven Rice
Director
Gunnar Sarsten
Director
Ted Kleisner
2
Director
Eleanor Baum
Generation
Curtis Davis
Power
Rodney Dickens
CFO
Kirk Oliver
CIO
Rick Arthur
Development & Quality
Eric Gleason
Engineering & Support
George Farah
Environment, Health & Safety
David Cannon
External Affairs
Aldie Warnock
2
Legal
David Feinberg
Operations
Daniel McIntire
Human Resources & Security
Edward Dudzinski
Treasurer
Barry Pakenham
Accounting & Control
William Wahl
Planning &Tax
Bruce Sedlock
Tall Structure vs. Flat Structure
Tall and flat structures are two different organizational structures. Tall structure has its constricted span as well as more hierarchical levels, while flat structure has its broad span, together with its discrete as well as less hierarchical levels. The said characteristics, enables the flat structure to become more flexible, more compliant to a participative management form and less alarmed regarding the distinct structure. On the other hand, tall structure enables division of labor as well as specialization of areas that will help to improve productivity. In terms of Procter & Gamble, it had been able to use its structures in order to manage the local needs of their partner countries, due to the broad span of its structure. On the other hand, Tesco uses their structure in order to improve their services to their customers via the use of specializations.
I. The product to be developed is comprehensible for one person. One person is likely to have all the knowledge needed to develop Manufacturing and Assembly. The development department in companies that undertake these kinds of projects are usually very small. If a company consists of more than one department, it is usually structured as a functional organization.
II. The product to be developed has a fairly low complexity, but total work is high. These kind of products are likely to be developed within one functional department. A research department may also be an example of a department in which type II projects are undertaken. Are more departments involved, then the light weighted matrix structure is preferable. Employees are involved on a full-time basis. Tasks may be performed concurrently. The sequence can be determined using the Design Structure Matrix.
III. The product to be developed consists of a lot of different elements, such as software, PCB, power supply and mechanical structure. The product is however in the engineering phase, i.e. it is clear what needs to be done to get the product into production. Various disciplines perform their own tasks. These tasks have mostly a low workload. Employees cannot work full-timee on one project. This creates a complex situation, that may be compared to a job shop situation in production logistics. Though the comparison between manufacturing and product development is not accepted by all product development managers, it may yield good results. Studying each step in the Product Development Process and fluctuations in workloads reveals ways to reduce variation and eliminate bottlenecks. It is necessary to view the Product Development Process as a process and not as a list of projects. Three important findings regarding this are:
1. Projects get done faster if the organization takes on fewer at a time.
2. Investments to relieve bottlenecks yield disproportionately large time-to-market benefits.
3. Eliminating unnecessary variation in workloads and work processes eliminates distractions and delays, thereby freeing up the organization to focus on the creative parts of the task.
The company has three primary businesses:
merchant generation, which operates power plants primarily in Pennsylvania and West Virginia;
transmission expansion; and
utility operations, consisting of transmission and distribution operations serving 1.6 million customers, primarily in small towns and rural areas. Southwestern Pennsylvania, excluding the city of Pittsburgh, provides about half of regulated utility revenues
President
Paul Evanson
4
Director
Furlong Baldwin
4
Director
Julia Johnson
2
Director
Christopher Pappas
5
Director
Michael Sutton
Director
Cyrus Freidheim
2
Director
Steven Rice
Director
Gunnar Sarsten
Director
Ted Kleisner
2
Director
Eleanor Baum
Generation
Curtis Davis
Power
Rodney Dickens
CFO
Kirk Oliver
CIO
Rick Arthur
Development & Quality
Eric Gleason
Engineering & Support
George Farah
Environment, Health & Safety
David Cannon
External Affairs
Aldie Warnock
2
Legal
David Feinberg
Operations
Daniel McIntire
Human Resources & Security
Edward Dudzinski
Treasurer
Barry Pakenham
Accounting & Control
William Wahl
Planning &Tax
Bruce Sedlock
Tall Structure vs. Flat Structure
Tall and flat structures are two different organizational structures. Tall structure has its constricted span as well as more hierarchical levels, while flat structure has its broad span, together with its discrete as well as less hierarchical levels. The said characteristics, enables the flat structure to become more flexible, more compliant to a participative management form and less alarmed regarding the distinct structure. On the other hand, tall structure enables division of labor as well as specialization of areas that will help to improve productivity. In terms of Procter & Gamble, it had been able to use its structures in order to manage the local needs of their partner countries, due to the broad span of its structure. On the other hand, Tesco uses their structure in order to improve their services to their customers via the use of specializations.
I. The product to be developed is comprehensible for one person. One person is likely to have all the knowledge needed to develop Manufacturing and Assembly. The development department in companies that undertake these kinds of projects are usually very small. If a company consists of more than one department, it is usually structured as a functional organization.
II. The product to be developed has a fairly low complexity, but total work is high. These kind of products are likely to be developed within one functional department. A research department may also be an example of a department in which type II projects are undertaken. Are more departments involved, then the light weighted matrix structure is preferable. Employees are involved on a full-time basis. Tasks may be performed concurrently. The sequence can be determined using the Design Structure Matrix.
III. The product to be developed consists of a lot of different elements, such as software, PCB, power supply and mechanical structure. The product is however in the engineering phase, i.e. it is clear what needs to be done to get the product into production. Various disciplines perform their own tasks. These tasks have mostly a low workload. Employees cannot work full-timee on one project. This creates a complex situation, that may be compared to a job shop situation in production logistics. Though the comparison between manufacturing and product development is not accepted by all product development managers, it may yield good results. Studying each step in the Product Development Process and fluctuations in workloads reveals ways to reduce variation and eliminate bottlenecks. It is necessary to view the Product Development Process as a process and not as a list of projects. Three important findings regarding this are:
1. Projects get done faster if the organization takes on fewer at a time.
2. Investments to relieve bottlenecks yield disproportionately large time-to-market benefits.
3. Eliminating unnecessary variation in workloads and work processes eliminates distractions and delays, thereby freeing up the organization to focus on the creative parts of the task.