Siemens

Company reputation covers a lot of faults. Decent benefits. Not all divisions have the long list of problems that the Wind Energy & Renewables have.

The Wind group grew out of a family-run business in Denmark. Their large growth to a global wind supplier has started to slow due to reluctance to change their processes to global industry standards. Large assembly operations are controlled loosely by tribal knowledge brought over to the US from Denmark, versus industry-wide use of assembly drawings and documentation. When US engineers try to make improvements to product or processes, it is met with arrogance or indifference from Denmark most times.

The local managers give no advance guidance as to where the company is heading. There is a lack of leadership locally. PMP is used as a de-motivator, not as a career advancement tool. There is no local career growth for engineers; only growth is by transfers, and local management controls that movement because it is hard to get engineers into Hutchinson.

A gross influx of managers with leadership skills would make a huge difference in turning around the rock-bottom morale of the employees.

Make the changes needed to bring the division up to normal industry standard operating procedures.