netrashetty
Netra Shetty
Stewart-Warner is a US manufacturer of vehicle instruments, a.k.a. gauges. The company was founded as Stewart & Clark Company in 1905 by John K. Stewart. Their speedometers were used in the Ford Model T. In 1912 John Stewart joined with Edgar Bassick to make vehicle instruments and horns. Bassick owned Alemite Co and Stewart had bought the Warner Instrument Company, thus the name was changed to Stewart-Warner Corporation. The company started in Chicago and built a manufacturing plant on Diversey Parkway. The building kept expanding and finally covered one-million square feet (93,000 m²) and six floors. They also made radios and refrigerators, and produced the ubiquitous "zerk" grease fitting, named after its inventor, associated with the company. In the last years of the company's Chicago factory, it owned a number of aging six-spindle Brown & Sharpe and New Britain screw machines.
They also made heat exchangers starting in the 1940s under the "South Wind Division", but since then it became independent of its parent. They still use the Stewart-Warner name, and the web site is hyphenated: http://www.stewart-warner.com/
In the 1980s the company was bought by BTR plc who in the early 1990s decided to relocate to Juarez, Mexico and Stewart-Warner was taken over by another management team. In early 1998 Stewart-Warner was bought by Datcon Instrument Company (later renamed to Maxima Technologies), but kept the Stewart-Warner brand.
CEO
Thomas Crawford
Chairman of the Board
Frank Stewart
Director
Ashton Ryan
Director
Alden McDonald
Director
James McFarland
Director
Ronald Patron
Director
Michael Read
CFO
Thomas Kitchen
Investors TrustInc.
LH
Sales
KS
Strategic Market
LM
Development & Investor Relat...
MdL
Cremation Services
CH
Operations
KM
Administration
LW
Accounting, Control
AL
Treasurer, Secretary
LD
Size and Composition
There is no such thing as the optimal size for the board, but the Companies Act 1965, Malaysia determines the minimum number of directors and the Articles of Association normally specifies the maximum. However, instead of arriving at the absolute number, an organization should look into certain factors to gauge the optimum size of the board. Some of these factors include:-
Size of the organization, scope of business and geographical diversity;
There should be a balance between executive and non-executive directors as well as the independent elements of those non-executive directors. This is mainly to achieve the check and balance whereby no single individual has the ultimate control over the board;
Whether the board has representation diversity in terms of professional experience, race, gender and technical know-how of the industry.
Competency
There should be a mixture of core competencies among the directors in the board to cover most aspects of the organization. Certain directors need to have relevant industry specific knowledge and experience whereas others are professionals having focused expertise in areas such as finance, accounting, risk management etc.
Activeness
The board is required to play an active role in directing the organization. Although they may not be playing an active role in the daily operational issues, the board is expected to be vigilant in ensuring the management is implementing the direction of the board.
In addition to playing the strategic role within the organization, the board is also expected to monitor the management's decisions and actions, and if there are inconsistencies found, they should question the management based on factual knowledge. Furthermore, the board is also expected to ensure that the management conducts their tasks ethically and comply to all financial reporting and regulatory requirements.
They also made heat exchangers starting in the 1940s under the "South Wind Division", but since then it became independent of its parent. They still use the Stewart-Warner name, and the web site is hyphenated: http://www.stewart-warner.com/
In the 1980s the company was bought by BTR plc who in the early 1990s decided to relocate to Juarez, Mexico and Stewart-Warner was taken over by another management team. In early 1998 Stewart-Warner was bought by Datcon Instrument Company (later renamed to Maxima Technologies), but kept the Stewart-Warner brand.
CEO
Thomas Crawford
Chairman of the Board
Frank Stewart
Director
Ashton Ryan
Director
Alden McDonald
Director
James McFarland
Director
Ronald Patron
Director
Michael Read
CFO
Thomas Kitchen
Investors TrustInc.
LH
Sales
KS
Strategic Market
LM
Development & Investor Relat...
MdL
Cremation Services
CH
Operations
KM
Administration
LW
Accounting, Control
AL
Treasurer, Secretary
LD
Size and Composition
There is no such thing as the optimal size for the board, but the Companies Act 1965, Malaysia determines the minimum number of directors and the Articles of Association normally specifies the maximum. However, instead of arriving at the absolute number, an organization should look into certain factors to gauge the optimum size of the board. Some of these factors include:-
Size of the organization, scope of business and geographical diversity;
There should be a balance between executive and non-executive directors as well as the independent elements of those non-executive directors. This is mainly to achieve the check and balance whereby no single individual has the ultimate control over the board;
Whether the board has representation diversity in terms of professional experience, race, gender and technical know-how of the industry.
Competency
There should be a mixture of core competencies among the directors in the board to cover most aspects of the organization. Certain directors need to have relevant industry specific knowledge and experience whereas others are professionals having focused expertise in areas such as finance, accounting, risk management etc.
Activeness
The board is required to play an active role in directing the organization. Although they may not be playing an active role in the daily operational issues, the board is expected to be vigilant in ensuring the management is implementing the direction of the board.
In addition to playing the strategic role within the organization, the board is also expected to monitor the management's decisions and actions, and if there are inconsistencies found, they should question the management based on factual knowledge. Furthermore, the board is also expected to ensure that the management conducts their tasks ethically and comply to all financial reporting and regulatory requirements.
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