netrashetty
Netra Shetty
Organisational Structure of Bemis Manufacturing Company : The Bemis Manufacturing Company is based in Sheboygan Falls, Wisconsin and is best known for its toilet seat products. Bemis also manufactures suction canisters, sharps containers, gas caps, gauges, fluid management systems, and various contracted plastic parts from extrusion and injection molding for companies such as John Deere and Whirlpool Corporation. The company is a pioneer of coinjection molding, a process in which virgin resin is injected with scrap plastic.[1] Bemis' plastic work has won a number of awards in the SPI Structural Plastics Div. design competition, particularly with the John Deere 7000 tractor, which is believed to represent the first instance of coinjection molding "to large parts where a recycled engineering material (ABS) is used in the core".[2][3]
CEO
Henry Theisen
2
Chairman of the Board
Jeffrey Curler
2
Director
David Haffner
Director
Philip Weaver
2
Director
Paul Peercy
4
Director
Holly Van Deursen
2
Director
Timothy Manganello
2
Director
Barbara Johnson
Director
Roger O'Shaughnessy
Director
Edward Perry
Director
William Bolton
Director
William Scholle
2
Executive Vice President
Gene Wulf
Senior Vice President
ES
CFO
Scott Ullem
2
Legal & Secretary
Sheri Edison
Human Resources
TF
2
Operations
William Austen
2
Operations
RH
Operations
JR
2
Treasurer, Investor Relations
Melanie Miller
Control
SJ
The company is established based on functional aspects rather than product lines. The functional framework teams specialize in the same capabilities in individual units. This framework is best utilized when establishing particular, uniform goods. A functional framework is best for companies which possess a solitary or dominant central good since each sub-team becomes well-informed at completing its specific part of the procedure. They are financially effective, but lack versatility. Interaction among operational units can be hard (, 2001).
Most leaders know companies need to implement functional organizational structures in order to survive and there are many programs for launching such efforts. However, experience has shown that over the long haul most change initiatives for functional organizational structures do fail. They are expensive to implement, offer a poor return on investment and fall short of achieving the organization's goals to better enhance good business performance. This happens because organizations don't plan for sustainable change into a functional organizational structure. In other words, they succumb to what employees often refer to as "program of the week" syndrome. Most change initiatives, no matter how carefully planned, and are doomed before they even begin because they are designed as one-time events. They do well enough in temporarily focusing excitement and energy around a given program, and the initial results can seem very promising, but the lack of long-term follow through is their fatal flaw. The problem with functional organizational structure is that employees get the message that they have a job to do but that they must also pay attention to the program and that don't see the change as something integral to their daily activities but as something quite outside of it
Recognizing the urgent need to quickly reverse direction, many organizations are implementing a variety of improvement programs and process. These include:
* Employee Involvement and Empowerment -- many training and motivational programs, as well as structural changes aim to move daily problem solving, decision making, customer satisfaction, and productivity improvement responsibilities closer to the front lines.
* Teams -- a rapidly growing employee involvement trend uses departmental, problem solving, cross-functional, project, process improvement, planning and coordinating, and self-directed workteams in many combinations and configurations.
* Customer Service -- increasingly organizations are identifying key customer groups, clarifying and ranking their expectations, working to realign the organization's systems customer around those expectations, and training employees to deal with customers more effectively.
* Process Improvement and Reengineering -- data-based tools and techniques, flowcharting, and other "mapping" approaches improve processes at micro or departmental levels. In other cases, processes are radically reengineered across vertical departments at macro or strategic levels.
* Training and Development -- many executives recognize the need for massive improvements in skill levels throughout their organizations. This is leading to major increases in technical, personal communications and effectiveness, team (leaders and members), data-based tools and techniques, process improvement and management, and coaching skill development.
* Technology -- investments in factory automation, information systems, voice and data communication systems, inventory control systems, and so on are growing rapidly as companies push for higher productivity, faster response times, and improved service/quality.
Many of the above efforts are piecemeal or implemented in isolation. For example, training and development, customer service, technology, and process reengineering are often implemented by separate departments with little or no joint planning and coordination. As a result, products or services are either better or faster or cheaper or newer, but rarely all four. That leads to a weakened competitive position. And cynicism for subsequent change programs grows throughout the organization.
CEO
Henry Theisen
2
Chairman of the Board
Jeffrey Curler
2
Director
David Haffner
Director
Philip Weaver
2
Director
Paul Peercy
4
Director
Holly Van Deursen
2
Director
Timothy Manganello
2
Director
Barbara Johnson
Director
Roger O'Shaughnessy
Director
Edward Perry
Director
William Bolton
Director
William Scholle
2
Executive Vice President
Gene Wulf
Senior Vice President
ES
CFO
Scott Ullem
2
Legal & Secretary
Sheri Edison
Human Resources
TF
2
Operations
William Austen
2
Operations
RH
Operations
JR
2
Treasurer, Investor Relations
Melanie Miller
Control
SJ
The company is established based on functional aspects rather than product lines. The functional framework teams specialize in the same capabilities in individual units. This framework is best utilized when establishing particular, uniform goods. A functional framework is best for companies which possess a solitary or dominant central good since each sub-team becomes well-informed at completing its specific part of the procedure. They are financially effective, but lack versatility. Interaction among operational units can be hard (, 2001).
Most leaders know companies need to implement functional organizational structures in order to survive and there are many programs for launching such efforts. However, experience has shown that over the long haul most change initiatives for functional organizational structures do fail. They are expensive to implement, offer a poor return on investment and fall short of achieving the organization's goals to better enhance good business performance. This happens because organizations don't plan for sustainable change into a functional organizational structure. In other words, they succumb to what employees often refer to as "program of the week" syndrome. Most change initiatives, no matter how carefully planned, and are doomed before they even begin because they are designed as one-time events. They do well enough in temporarily focusing excitement and energy around a given program, and the initial results can seem very promising, but the lack of long-term follow through is their fatal flaw. The problem with functional organizational structure is that employees get the message that they have a job to do but that they must also pay attention to the program and that don't see the change as something integral to their daily activities but as something quite outside of it
Recognizing the urgent need to quickly reverse direction, many organizations are implementing a variety of improvement programs and process. These include:
* Employee Involvement and Empowerment -- many training and motivational programs, as well as structural changes aim to move daily problem solving, decision making, customer satisfaction, and productivity improvement responsibilities closer to the front lines.
* Teams -- a rapidly growing employee involvement trend uses departmental, problem solving, cross-functional, project, process improvement, planning and coordinating, and self-directed workteams in many combinations and configurations.
* Customer Service -- increasingly organizations are identifying key customer groups, clarifying and ranking their expectations, working to realign the organization's systems customer around those expectations, and training employees to deal with customers more effectively.
* Process Improvement and Reengineering -- data-based tools and techniques, flowcharting, and other "mapping" approaches improve processes at micro or departmental levels. In other cases, processes are radically reengineered across vertical departments at macro or strategic levels.
* Training and Development -- many executives recognize the need for massive improvements in skill levels throughout their organizations. This is leading to major increases in technical, personal communications and effectiveness, team (leaders and members), data-based tools and techniques, process improvement and management, and coaching skill development.
* Technology -- investments in factory automation, information systems, voice and data communication systems, inventory control systems, and so on are growing rapidly as companies push for higher productivity, faster response times, and improved service/quality.
Many of the above efforts are piecemeal or implemented in isolation. For example, training and development, customer service, technology, and process reengineering are often implemented by separate departments with little or no joint planning and coordination. As a result, products or services are either better or faster or cheaper or newer, but rarely all four. That leads to a weakened competitive position. And cynicism for subsequent change programs grows throughout the organization.
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