netrashetty
Netra Shetty
BorgWarner Inc. (NYSE: BWA) is a United States-based worldwide automotive industry components and parts supplier. It is primarily known for its powertrain products,[1] which include manual and automatic transmissions and transmission components, (e.g., electro-hydraulic control components, transmission control units, friction materials, and one-way clutches), turbochargers, engine valve timing system components, along with four-wheel drive system components.[1]
The company has 60 manufacturing facilities across 18 countries,[1] which include the U.S., Canada, Europe, and Asia. It provides drivetrain component solutions to all three U.S. automakers,[1] as well as a variety of European[1] and Asian[1] original equipment manufacturer (OEM) customers. BorgWarner has diversified into several automotive-related markets (1999),[2] including ignition interlock technology (ACS Corporation est.1976) for preventing impaired operation of vehicles.[citation needed]
Historically, BorgWarner was also known for their ownership of the Norge appliance company (washers and dryers).
2
CEO
Timothy Manganello
3
Director
Jere Drummond
4
Director
Phyllis Bonanno
3
Director
Ernest Novak
2
Director
Thomas Stallkamp
4
Director
Alexis Michas
3
Director
Jan Carlson
2
Director
John McKernan
33
Director
David Brown
2
Director
Richard Schaum
2
Director
Dennis Cuneo
3
CFO & Administration
Robin Adams
2
Engine
Roger Wood
CIO
JF
Procurement
JM
2
BERU & Emissions Systems
Thomas Waldhier
MorseTEC
JV
Thermal Systems
DC
4
Drivetrain Systems
John Sanderson
Development
CV
Legal & Secretary
JG
Human Resources
JM
Marketing & Communication
SG
2
Internal Audit
Anthony Hensel
Compliance
LH
Control
RH
Treasurer
JB
Successful change and improvement initiatives are integrated or "whole" rather then partial and piecemeal. They flow from the organization's basic reason for being, values, vision of the future, and strategies. The effort is intertwined with the organization's operating goals, systems, and measurements. These changes and improvements aren't programs bolted on the side of the organization. These approaches are tightly intertwined and connected to management systems, daily practices, and behavior.
As he continues a long string of successes in building "the new GE", CEO Jack Welch observed, "The winners of the 90s will be those who can develop a culture that allows them to move faster, communicate more clearly, and involve everyone in a focused effort to serve every more demanding customers". At Multifoods, the international food processing giant (brands include Robin Hood and Bicks), Human Resource vice president, Bob Maddocks finds that "the improvement process isn't separate from good leadership and management practices". He adds, "We want everyone involved in operating the company, focusing on customers, and improving our processes and systems. It's got to become a way of life for all of us".
Whatever labels are used, a "wholistic" or systems approach to change and improvement means reversing the inward focus, management-centredness, and vertical management found in most organizations.
Reversing Direction
FROM
TO
1. Internal Focus Customer Focus
Products and services are pushed out to the market Products and services are pulled through the organization
Management and internal professionals "know best" "Naive listening" keeps everyone tuned to changing needs
Performance measurements are top down and aimed at maximizing internal control Rigorous measurements are based on customers' perceptions of value
2. Functional Management Horizontal Management
Departments are narrowly accountable for the results of their individual units Managers are accountable for understanding and managing core strategic processes that flow across departments
Departmental walls cause work and customers to "fall between the cracks" Customer needs drive the key work processes that are managed across departments
Management intuition and hunches drive decision making and resource allocation Rigorous data and analysis help clarify systemic cause-and-effect relationships
3. Management-Centeredness Total Involvement
Management's needs come first in a "command and control" hierarchy Managers become "servant leaders" to a team-based organization
Employees serve management Employees serve internal and external customers
Information is hoarded Information is widely shared
Fewer and More Focused Staff Professionals — accountants, human resource professionals, improvement specialists, purchasing managers, engineers and designers, and the like are either in the midst of operational action as a member of an operational team, or they sell their services to a number of teams. Many teams are also purchasing some of this expertise from outside as needed.
Few Management Levels — spans of control stretch into dozens and even hundreds of people (organized in self-managing teams) to one manager. Effective managers are highly skilled in leading (Context and Focus), directing (establishing goals and priorities), and developing (training and coaching).
The company has 60 manufacturing facilities across 18 countries,[1] which include the U.S., Canada, Europe, and Asia. It provides drivetrain component solutions to all three U.S. automakers,[1] as well as a variety of European[1] and Asian[1] original equipment manufacturer (OEM) customers. BorgWarner has diversified into several automotive-related markets (1999),[2] including ignition interlock technology (ACS Corporation est.1976) for preventing impaired operation of vehicles.[citation needed]
Historically, BorgWarner was also known for their ownership of the Norge appliance company (washers and dryers).
2
CEO
Timothy Manganello
3
Director
Jere Drummond
4
Director
Phyllis Bonanno
3
Director
Ernest Novak
2
Director
Thomas Stallkamp
4
Director
Alexis Michas
3
Director
Jan Carlson
2
Director
John McKernan
33
Director
David Brown
2
Director
Richard Schaum
2
Director
Dennis Cuneo
3
CFO & Administration
Robin Adams
2
Engine
Roger Wood
CIO
JF
Procurement
JM
2
BERU & Emissions Systems
Thomas Waldhier
MorseTEC
JV
Thermal Systems
DC
4
Drivetrain Systems
John Sanderson
Development
CV
Legal & Secretary
JG
Human Resources
JM
Marketing & Communication
SG
2
Internal Audit
Anthony Hensel
Compliance
LH
Control
RH
Treasurer
JB
Successful change and improvement initiatives are integrated or "whole" rather then partial and piecemeal. They flow from the organization's basic reason for being, values, vision of the future, and strategies. The effort is intertwined with the organization's operating goals, systems, and measurements. These changes and improvements aren't programs bolted on the side of the organization. These approaches are tightly intertwined and connected to management systems, daily practices, and behavior.
As he continues a long string of successes in building "the new GE", CEO Jack Welch observed, "The winners of the 90s will be those who can develop a culture that allows them to move faster, communicate more clearly, and involve everyone in a focused effort to serve every more demanding customers". At Multifoods, the international food processing giant (brands include Robin Hood and Bicks), Human Resource vice president, Bob Maddocks finds that "the improvement process isn't separate from good leadership and management practices". He adds, "We want everyone involved in operating the company, focusing on customers, and improving our processes and systems. It's got to become a way of life for all of us".
Whatever labels are used, a "wholistic" or systems approach to change and improvement means reversing the inward focus, management-centredness, and vertical management found in most organizations.
Reversing Direction
FROM
TO
1. Internal Focus Customer Focus
Products and services are pushed out to the market Products and services are pulled through the organization
Management and internal professionals "know best" "Naive listening" keeps everyone tuned to changing needs
Performance measurements are top down and aimed at maximizing internal control Rigorous measurements are based on customers' perceptions of value
2. Functional Management Horizontal Management
Departments are narrowly accountable for the results of their individual units Managers are accountable for understanding and managing core strategic processes that flow across departments
Departmental walls cause work and customers to "fall between the cracks" Customer needs drive the key work processes that are managed across departments
Management intuition and hunches drive decision making and resource allocation Rigorous data and analysis help clarify systemic cause-and-effect relationships
3. Management-Centeredness Total Involvement
Management's needs come first in a "command and control" hierarchy Managers become "servant leaders" to a team-based organization
Employees serve management Employees serve internal and external customers
Information is hoarded Information is widely shared
Fewer and More Focused Staff Professionals — accountants, human resource professionals, improvement specialists, purchasing managers, engineers and designers, and the like are either in the midst of operational action as a member of an operational team, or they sell their services to a number of teams. Many teams are also purchasing some of this expertise from outside as needed.
Few Management Levels — spans of control stretch into dozens and even hundreds of people (organized in self-managing teams) to one manager. Effective managers are highly skilled in leading (Context and Focus), directing (establishing goals and priorities), and developing (training and coaching).