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Manufacturing Is Coming Back. Well, Mostly

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Debera Harward
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RE: Manufacturing.
Debera Harward   7/16/2014 12:01:07 PM
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These days majority of the products specially electronic products are being manufactured in China . All the biggest brands no matter how famous and xpensive they are manufacturing either the parts or whole of them in china only .

Debera Harward
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Silver
RE: Manufacturing.
Debera Harward   7/16/2014 11:59:21 AM
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Different automobile brands are manufacturing there automobiles not in there native companies instead in other low labour countries in order to drop the cost .Th biggest example is Forde .

Debera Harward
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Silver
RE: Manufacturing.
Debera Harward   7/16/2014 11:56:55 AM
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This is really very good that one country product is being manufaactured in another coumtry which is also called outsourcing definitely it is done in order to drop down the cost by low labour charges and for global or international marketing.

JimT@Future-Product-Innovations
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Re: Puzzling Scenario
JimT@Future-Product-Innovations   7/3/2014 4:19:26 PM
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While your wisdom is intact, the word choices make me laugh.  The pearls were thrown to the pigsThanks for today's smile.

Nancy Golden
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Platinum
Re: Puzzling Scenario
Nancy Golden   7/3/2014 1:45:46 PM
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Indeed, Jim - we should be careful and avoid hypocrisy. But we also need to have discernment and there is a difference between being judgmental and holding someone accountable: Read further to Matthew 7:6 ;)

JimT@Future-Product-Innovations
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Re: Puzzling Scenario
JimT@Future-Product-Innovations   7/3/2014 12:50:37 PM
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You definitely understand the situation, having been at Nortel.  Managed by the same guy, MikeZ;  he made similar policies and decision there.  He is not popular with many former staff engineers who suffered under his rule.  However, I sound hypocritical in light in Mathew 7:1, so I have to stop.

Nancy Golden
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Re: Puzzling Scenario
Nancy Golden   7/3/2014 12:11:18 PM
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I got to witness the same mindset during my short 6 month stint with Nortel Networks. Not only was it a vicious dog eat dog culture, but the enormous waste due to rampant entitlement attitudes and meeting a milestone once (never mind robustness) to be successful in order to avoid huge fines characterized the division I worked in. My old company asked me to return which I very cheerfully did (Praise God!) and two weeks later Nortel had a massive layoff - it was the beginning of the end. It hurt a lot of good people who had bought expensive homes in the area and had staked their careers and their future on Nortel.

JimT@Future-Product-Innovations
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Re: Puzzling Scenario
JimT@Future-Product-Innovations   7/3/2014 11:56:37 AM
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The 90's was a grand time at the Big-M.  Under the wise overseeing of George   Fisher as CEO, we flourished.  I had planned to stay there forever, and retire with wealth in profit-sharing benefits. There were nearly 200,000 global employees in 2 dozen countries, and the Telecom Industry was our Oyster.  But George left in 1994, and Motorola was successful in spite of itself, resting on its laurels for several years.  2003 brought Ed Zander and Mike Zafiroski, and the former empire literally crumbled.  It's a sad reality for the few still left behind, in what's now called Motorola Solutions, : um, Google : I mean Lenovo.  See what I mean-?

Nancy Golden
User Rank
Platinum
Re: Puzzling Scenario
Nancy Golden   7/3/2014 11:40:08 AM
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Jim - your explanation reads like a script straight out of a horror movie...how sad. One of the worst paradigms ever implemented in the history of the world is as you wrote regarding individual performance goals,

His year-end bonus depended on it.


Human nature dooms this model from the start as people do whatever it takes to get it and it hurts so many hard-working folks in the process. My memories of Motorola from the 90s are much more pleasant - what a shame to witness the needless destruction of a company due to human greed.

JimT@Future-Product-Innovations
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Re: Puzzling Scenario
JimT@Future-Product-Innovations   7/3/2014 11:26:26 AM
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Nancy – I can provide some clarity to your puzzlement.  No, I don't think this is typical for manufacturing in general.  But it IS typical for Motorola.  Every question you posed is a valid, logical query that any responsible company would consider before funding and launching operations.  Not Motorola. This decision was likely executed as a 'goal' of one of the ranking 'executives', on his list of annual performance goals. His year-end bonus depended on it.  Some brief insight explains this:

Around Y2K, the internal culture at Motorola changed from Company Performance, to Individual Performance.  Everyone was mandated to set 5-7 personal Goals for the year, and if the goals were met, they got a great raise or bonus.  This broke the spirit of teamwork into a narcissistic anarchy of private agendas.  Top ranking executives who had  leverage affecting entire divisions, did whatever was necessary to accomplish their goals, just to get their hefty cash incentive.  Actual outcome of the goal's objective was not relevant; just meeting the goal was the measurement for reward.

Take a minute to look back at Motorola History since then; the carnage speaks for itself.  Mike Zafiroski had a major role in this. Zafiroski, at that time, a fresh replant from the teachings of Jack Welch at GE,  brought this Individual Performance culture to Motorola.  What he grossly omitted however was to also cultivate responsibility for ill-conceived goals.  Mike, and a few other key players (Ed Zander) infected and eventually killed, what was previously a healthy & successful corporation. 

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