netrashetty
Netra Shetty
Organisational Structure of Polaris Industries : Polaris Industries (NYSE: PII) is a manufacturer of snowmobiles, ATV, and neighborhood electric vehicles. Polaris is based in Medina, Minnesota, USA. The company also manufactures motorcycles through its Victory Motorcycles subsidiary. Polaris no longer produces watercraft.
Robin (a subsidiary of Fuji Heavy Industries, which is the owner of Subaru) develops and supplies all-terrain vehicle (ATV) and snowmobile engines for U.S.-based leisure equipment maker Polaris Industries Inc. Starting in 1995 with the Polaris Magnum 425 4-stroke atv and in 1997, with the introduction of the "twin 700" snowmobile engine Polaris started the development and production of in-house produced powerplants, know as the "Liberty" line of engines, now found in many models across their current production lines. This production makes many Polaris products 100% American made. Fuji Heavy Industries now also maintains a US based production plant, in conjunction with Polaris, so that all engines are now American Made.
In late 2005, Polaris Industries announced that it would purchase a portion of KTM Motorcycles. Through this venture KTM has developed their own ATV and Polaris has developed Sport ATVs which utilize the KTM 525 and 450 powerplants that have seen great success on the ATV racing circuit.
In 2008, Polaris started backing H-Bomb films freestyle/race team The Bomb Squad. Alongside the Bomb Squad, Polaris also sponsors their own team, which has racers in all the GNCC, WORCS, WPSA, and ITP QuadCross series.
CEO
Scott Wine
Chairman of the Board
Gregory Palen
Director
William Van Dyke
Director
John Wiehoff
Director
Robert Caulk
Director
John Menard
Director
R. Schreck
Director
Bernd Kessler
Director
Annette Clayton
CFO
Michael Malone
COO
Bennett Morgan
Snowmobile, Parts, Garments ...
SS
Development
TB
CTO
DL
Legal & Secretary
SB
New Market Development
Michael Dougherty
Human Resources
JC
Off-Road Vehicle
MH
Sales & Marketing
MJ
Investment
The immediate investment costs of training existing employees may be more than the monthly fees charged by an external Black Belt, but when we look at long-term gains, internal Black Belts are certainly the best choice. Investing in internal Black Belts would mean that the organization would never have to pay for the services of external Black Belts. The savings generated could then be used to provide Six Sigma training to more employees.
Employee Loyalty
Most of the employees who get Black Belt training are likely to be appreciative of the organization's policies and pledge their loyalties for the organization. However, it is also possible that some employees may become complacent, thinking that they have gained immunity because of their past performance. Such employees must be dealt with, with an iron hand and not allowed to become a drag on the organization. Expecting loyalty from external Black Belts will not be wise because it's obvious that their services are available to anyone who offers the biggest paycheck.
Familiarity with Company Processes
Existing employees have in-depth knowledge about the organization's business processes, making it easier for them carry out the implementation work. In comparison, external Black Belts may require more time for understanding the existing processes. If for technical reasons, an organization decides to hire external Black Belts, then it would be wise to hire a Black Belt who has prior experience in a similar organization or industry.
Familiarity with Company Structure
Existing employees are quite familiar with the organizational structure and know exactly whom to contact for suggestions or solving implementation related problems. External Black Belts may not have the same level of familiarity, but they have a natural advantage because it has often been noticed that project sponsors and team members are more receptive to the ideas and suggestions of a professional hired from outside that those offered by existing employees.
Robin (a subsidiary of Fuji Heavy Industries, which is the owner of Subaru) develops and supplies all-terrain vehicle (ATV) and snowmobile engines for U.S.-based leisure equipment maker Polaris Industries Inc. Starting in 1995 with the Polaris Magnum 425 4-stroke atv and in 1997, with the introduction of the "twin 700" snowmobile engine Polaris started the development and production of in-house produced powerplants, know as the "Liberty" line of engines, now found in many models across their current production lines. This production makes many Polaris products 100% American made. Fuji Heavy Industries now also maintains a US based production plant, in conjunction with Polaris, so that all engines are now American Made.
In late 2005, Polaris Industries announced that it would purchase a portion of KTM Motorcycles. Through this venture KTM has developed their own ATV and Polaris has developed Sport ATVs which utilize the KTM 525 and 450 powerplants that have seen great success on the ATV racing circuit.
In 2008, Polaris started backing H-Bomb films freestyle/race team The Bomb Squad. Alongside the Bomb Squad, Polaris also sponsors their own team, which has racers in all the GNCC, WORCS, WPSA, and ITP QuadCross series.
CEO
Scott Wine
Chairman of the Board
Gregory Palen
Director
William Van Dyke
Director
John Wiehoff
Director
Robert Caulk
Director
John Menard
Director
R. Schreck
Director
Bernd Kessler
Director
Annette Clayton
CFO
Michael Malone
COO
Bennett Morgan
Snowmobile, Parts, Garments ...
SS
Development
TB
CTO
DL
Legal & Secretary
SB
New Market Development
Michael Dougherty
Human Resources
JC
Off-Road Vehicle
MH
Sales & Marketing
MJ
Investment
The immediate investment costs of training existing employees may be more than the monthly fees charged by an external Black Belt, but when we look at long-term gains, internal Black Belts are certainly the best choice. Investing in internal Black Belts would mean that the organization would never have to pay for the services of external Black Belts. The savings generated could then be used to provide Six Sigma training to more employees.
Employee Loyalty
Most of the employees who get Black Belt training are likely to be appreciative of the organization's policies and pledge their loyalties for the organization. However, it is also possible that some employees may become complacent, thinking that they have gained immunity because of their past performance. Such employees must be dealt with, with an iron hand and not allowed to become a drag on the organization. Expecting loyalty from external Black Belts will not be wise because it's obvious that their services are available to anyone who offers the biggest paycheck.
Familiarity with Company Processes
Existing employees have in-depth knowledge about the organization's business processes, making it easier for them carry out the implementation work. In comparison, external Black Belts may require more time for understanding the existing processes. If for technical reasons, an organization decides to hire external Black Belts, then it would be wise to hire a Black Belt who has prior experience in a similar organization or industry.
Familiarity with Company Structure
Existing employees are quite familiar with the organizational structure and know exactly whom to contact for suggestions or solving implementation related problems. External Black Belts may not have the same level of familiarity, but they have a natural advantage because it has often been noticed that project sponsors and team members are more receptive to the ideas and suggestions of a professional hired from outside that those offered by existing employees.
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