Please post here any news about layoffs and leave the political scene on the other thread.
"sales strong 4 qtrs in a row"
I guess this explains why Siemens DX took away 6months of every US workers 2013 merit raise.
DX has no strong sales. It's barely limping along.
It's just one Agenda 2013 after another. The competition is slaughtering us out there.
China is no safe haven. You don't think they're working on their own platforms? As a previous poster said, "put your head back into the sand".
Agenda 2013 is strictly a low price Garage Sale to dump as much product as possible before that becomes impossible.
So how many Centaur, Vista and Immulite kits are currently on backorder? Just one small patch after another.
Well, the jig is up in the near future.
These days I get more satifaction shovelling the foot of snow in my walkway.
I totally agree with EF. If you can bail...bail!
They've been searching for three months already for his replacement. No takers yet. That should also tell you something.
In Flanders people never went to school leading the company. MBA is a software engineer..real BS but it won;t last Bozos.
Whoever believes the company hype is clueless.
I work in management and we're losing customers and sales on a quarterly basis. Kits are once again on backorder, customers screaming and nobody has an answer.
We received the memo about EF's last day running Llanberis on Friday. They can't even replace him with a permanent Site Head yet and that's a key manufacturing plant.
Centaur kit problems keep coming up and sales are either dropping or barely holding steady.
I can tell you right now the competition is killing DX.
Once China goes so shall a good chunk of the remaining business.
In retrospect, EF, was 100% right. Bail when you can for another company. Doesn't matter where you wind up. Couldn't be any worse than Siemens treats its employee's.
DX has no strong sales.
At best it's limping by the past six years.
Don't be fooled by combining Healtcare and DX together.
The China market will last only as long as it takes them to copy and create their own platform.
Even MR knows the US market is not an option for future growth.
Eventually, sites will start closing up.
As far as hiring is concerned...9 out of 10 of those jobs are "temp" with 11 month contracts.
Don't believe the hype. With everything that has happened the past six years...Management hopes you're just a fool with your head in the sand.
Even EF from Wales had the brains to bail and seek employment elsewhere.
Strong sales are always nice. But more important is whether market share is going up or down or static. This is the area that needs to concern Siemens DX.
make that 5 qtrs
sales strong 4 qtrs in a row
14,000 employees worldwide, still hiring, stop your b/s people
I guess my question would be how many more people do they have to lay off until there is no DX left?
Any big wigs bitten the dust yet? Probably the answer is no. It is always the little guys.
One thing you can say about Siemens DX is they are consistent. There is a layoff rumor just about every six months. Somehow, I still don't get the feeling that a full consolidation of the three companies has taken place and that there aren't still quite a number of redundancies. If this is the case, Siemens must finish that job asap. Clearly they intend to close LA and I suspect there are other places where layoffs are simply necessary if the business is to survive. Not good news for the victims, obviously, but, in this case, without some sacrificial lambs, the entire organization will perish. DX is just not a business that can run fat anymore and Siemens seems to be far from lean and mean.
Latest rumor is that things are going so poorly there will be a mid year lay off.
Check mate. A good description of what's happening with Siemens.
paycheck - good fit - paycheck - good fit.
Hmmmm guess it will have to be paycheck for now.
Any time. Just look closely at any company you visit. It's harder to figure out smaller company culture sometimes. Look around carefully. Look for signs of energy when you see people actually working. Look for smiles among co-workers. Check out the atmosphere at lunch if they have a lunch room or cafeteria. Culture is hard to ask about directly, so if you must, figure out a discreet or oblique way of going about it.
And most important, be yourself. If a good fit is important to you, don't try to fit in during an interview only to not fit in later. It's much worse when you don't fit in when you're in a small company.
Most of all, good luck.
Thanks to reply about advice on company culture. I agree that medium and small companies are a better fit for me.
Nothing at all. But thank you for asking and caring.
What's wrong with your own thread, politisycho?
What's wrong with a witch in Congress? A democracy dictates that witches should be represented too. After all, we've already had one devil in the White House, although he tried to hide it. One and only one President had exactly 6 letters in each of his three names: Our 666 President - Ronald Wilson Reagan.
And you thought that we God-Fearing Americans wouldn't notice that? Did he think he could fool us with his rhetoric when all along we knew his name?
As you can see, the left can be just as absurd and crazy as the right if you will just give us a fair chance.
Roche is very similar. Although it is a Swiss rather than German company, Roche is from the German part of Switzerland and the culture there is very much like German culture. Just be a good little boy (or girl) and you will be rewarded; be an individual and you will be punished.
GE management has a long history of not being terribly worker friendly. There have been periods during which GE does encourage individuality and originality, but it is not clear how much reward was ever given out to such individuals.
I know nothing of Danaher, but there are a few Danaher-related threads here that might off you some insight into their corporate culture.
In general, I would suggest that large companies are not the place for individuality. This is not an absolute statement, but, for the most part, individuality and true accomplishment tend to be rewarded much more in small to medium sized companies. The down side to smaller companies is that there is nowhere to hide and less chance for an internal transfer should you find yourself in a situation in which you have a conflict with your boss.
The key for you if you are actually looking for a company to fit your style better is to remember that job interviews are two way streets. Of course, they are interviewing you to see if you fit their needs, but you, as well, are interviewing them to find out if they will offer you what you are looking for. It is easy to find out things like salaries and benefits, but more difficult to gain insight into company culture which seems to be your big issue. Finding these things out requires some skill and alot of subtlety since you cannot be quite as aggressive during an interview as the company can.
Hope this helps. I know it's basic information, but it's a place to start.
Agreed that Siemens wants lackeys and non-leaders in upper Mngmnt ranks. Can others weigh-in if it's differerent at any other large company? E.g. Roche, GE, Danaher, etc. just need help in targeting where I want to work for next job.
Shows how little you know. The Clintons live in the town Chappaqua, NY which is in Westchester County. The county to which you erroneously referred, is in western NY. At least the above is fact. As for the rest of you idiotic comment, I'd prefer to just let others judge you for the extremist that you apparently are. My only other comment is that the more people like you and your witch candidates honestly state how they feel about things and their positions on issues, and their manner of talking about those with whom they disagree, the more you mraginialize yourselves and the Republican Party making it more and more of an hate-mongering group of outside-the-mainstream right wing extremists.
As a proud and honest moderate, my colleagues and I encourage you to keep it up. No one makes our causes look better than right winger like you. When this is all over, you can expect to receive a nice check and a commemorative plaque from you friends who constitute the moderate wing of the Democratic Party (btw -- it is NOT the Democrat Party .. your side can't even get the name of your opposition correct, can you?).
Please don't let us down. We are counting on you to drive the center in our direction with your ongoing 'observations' about the world and politics.
PS: Hillary thanks you too. The crazier you get, the saner she looks.
Better to almost send a witch to the Senate than to actually elect a bitch to the position, then elevate her to Secretary of State (Hillary Rodham Clinton "lives" in Chautauqua County, NY).
Software development problems have existed for decades in Tarrytown. Part of the problem is the fact that developing a new system takes years and that requirements can change over time. Any new systeem being developed faces the difficulties in dealing with evolving components outside of Tarrytown's control, namely, new and more powerful processors and new generations of operating software. This is a simple fact of life, but the consequences of this reality are not generally considered as being an important element during software development.
The other big problem with software development in Tarrytown is that is that specifications themselves are not considered to be a part of a dynamic process. The assumption is generallly that all software features can be specified absolutely clearly on day one and that, if this step is done correctly, ongoing iterations of specifications will not be necessary or can be avoided. This is pure fairyland thinking. Software engineers speak their own language as do all of their customers, both internal and external. Expecting complete communication to occur in a single written or oral communication is not reasonable. What needs to occur is an ongoing conversation about specfications, what they mean, how they should be met, etc. This means frequent communication between programmers and 'customers', not just a one time discussion among the group leaders and managers. Communications need to occur frequently between actual programmmers and other engineers, chemists, marketing, and, hopefully, an outside panel of representative customers (preferably actual system users and operators rather than lab directors and administrators) that ask questions such as: is this what you wanted? is this what you meant? on the part of the software group, and will also involve additional or modified requests on the part of all of the customers such as: can you also make the system to do this? can you add in this algorithm, etc.
The main point here is that software development and specification is an ongoing and dynmaic process which is not how things have been done historically in Tarrytown. The problem is generally not the competance of the programmers, it is the willingness of managers to make sure that communicsation is a daily and ongoing activity. And it is clearly the responsibility of the head of the software group plus project managers to make sure this happens.
It is correct to describe Tarrytown Software as deficient by failing to represent the needs of internal groups and end users. The mechanisms of this defect may be misunderstood.
Insight into the true culprit is possible by examining the difference between documented requirements and the final software release. The specifications are signed off, after extensive review, by responsible leaders in each department including programmers, marketing and methods. What if the released software fails to meet these requirements? Is that a fault of the processes in place to generate specifications or is there some "hidden goings on" that allows changes contrary to the original intent? Are coders accountable for meeting specifications or arbitrary changes commonplace?
Rumor has it that after the regime change specifications will be written or re-written to conform to the code rather than the other way around. Heaven help you on an FDA audit if these speculations are true.
Ah, but you are wrong, my friend. Siemens is quite proud of promoting lackeys or what they call team players. Talent itself does get some reward in the form of slightly higher pay raises and sometimes promotions that may not involve increased responsibility or authority. But as far as promotions that involve leadership, the theory is that in order to be a good leader, one must demostrate the ability to follow blindly and go along with the theme of the day. Siemens views this as a perfectly acceptable system and really don't hide it too much. If the Siemens way is not for you, I suggest that you seek out companies where groupthink isn't king.
What ailes DX is a huge lack of leadership. This will never be found in a conglomerate because of the promotion process. True leaders would never make it to the top at Siemens. Someone like Steve Jobs would not have lasted a week here. I would not mind it so bad except I just wish Siemens would come clean about their real rules of promotion and real values. But alas-this would be adnitting something they are not proud of!
What a lack of understanding of the poor New Yorkers. Please try to understand how much trouble a New Yorker has when trying to communicate with someone from a state that almost elected a witch to the United States Senate.
The problem is not Tarrytown or New Yorkers. The real Siemens problem is that each of the three predecessor companies believed that they and their people walked on water and the other two were just garbage. There was no respect for one another at the time of acquisition and there still is none. It's still us against them. There was and still is not such an entity as Siemens DX. What exists is Dade (DuPOnt), Bayer (Technicon), and DPC ... each now doing business with a Siemens label on their products.
And divided ye shall fall. 'Twas nice knowing ye.
We just had some people come back from a training seminar at Tarrytown. They had praise for the Flanders folks in attendence there, but nothing but scorn for several Tarrytown high mucky-mucks.
1) Three additional Glasgow individuals were scheduled to go, but were pre-empted at the last minute by Tarrytown (THEY wanted more training slots than their site had been allocated by DX management).
2) One particular Tarrytown jerk was apparently into "dick measuring", as anytime someone from another site commented about something, it was always, 'Tarrytown blah-blah is better!"
3) Another Tarrytown jerk was constantly interrupting the instructor with pompous pronouncements about what a big shot HE personally was and that he "knew better than the instructor".
Why aren't we surprised? They are NooYawkers, after all. The Rotten Apple doesn't fall far from the tree......
No posts in a while.
Did siemens suddenly become a great place to work with insightful management?
Q1 wasn't that bad. I feel secure in my job.
I know quite well what went on with Cooper. I spent alot of my time in Staff 1 during both the Cooper and Bayer years. I was also fortunate enough to spend alot of time amongst the troops so I saw things from both sides (management and worker bee).
Both were terrible in their own way. It is hardly a worthwhile exercise to debate who was worse since the two companies were quite different in their 'badness'. One sucked all of the money out of Tarrytown; the other sucked all of the life and talent out of Tarrytown. One created a system of fly-by-the-seat-of-your-pants chaos; the other created a rigid 'quality' system that paralyzed the organization and, ironically, created zero in the way of real quality. At the end of the day, neither left Tarrytown better off than they found it. One brought KN, the R&D terrorist; the other brought HL, HH, and GW who knew nothing about DX and were terrorists in their own way.
Easy it was Cooper,you do not know what was going on at the time.
You are right about Cooper and the payroll thing. But they did leave a pipeline of products that were close to being ready for launch. Siemens rushed the launches because they were told they new systems were ready and because they didn't know the business. When they found out they'd have to do some post-launch work on the systems, and that they still had a ways to go with Immuno 1, and that Chem 1 was never going to be a big winner, they went ballistic. Nonetheless, Cooper did leave them with a chance to do alot better than they did. There was still some talent at Technicon when Cooper sold them; by the time Bayer sold out to Siemens virtually all of the talent had left, retired, or were laid off.
It's just kind of hard to say who was the worst.
and don't forget Parker Montgomery
A Wall Street Parable With No Heroes
By DIANA B. HENRIQUES
Published: August 02, 1992
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Anyone trying to understand the flaws in the way American corporations are governed should take a long look at the Cooper Companies. Less than a decade ago, Cooper was a prosperous maker of contact lenses and medical products with $1.3 billion in assets and more than $600 million in sales. Today, it is a shrunken, unprofitable company at risk of indictment for insider trading violations.
What happened? The glib explanation is that like many companies Cooper fell prey to the debt addiction of the 80's and was forced to go cold turkey when the credit tap ran dry. But a closer look reveals more than that: a tale of selfish executives, compliant directors and inattentive investors that could serve as a warning to anyone who trusts boardroom democracy to protect shareholders and employees.
For this was not a case in which the American system of corporate government was abandoned. Indeed, all the reassuring elements of genuine shareholder control were in place: outside directors, executives with a stake in the company's common stock, influential institutional investors who seemed to hold the balance of power in proxy votes. Add to that lawyers able to litigate investor grievances and Federal rules requiring that shareholders be kept informed about the company's affairs.
Revlon was the beginning of the end. Actually the worst of them all was Cooper. In a short 2 years they drove Technicon to the edge of bankruptcy. It was only weeks or a month away from not meeting payroll. Bayer saved Technicon. They realized after about 2 years that they bought a dog but it took 16 or so years to unload.
By the way Cooper was run by 4 brothers whose families were heavy into real estate.Two of the brothers were convicted of fraud and spent time in prison.
A journey down memory lane.
Tarrytown and LA had quite a bit in common. Both had visionary leaders who almost intuitively understood customer needs and evolving markets. Both thrived on creativity and were high energy places in which to work. Both had a large amount of teamwork and were quite innovative and held much proprietary knowledge. (And both had their internal personal and personnel conflicts as all companies do.)
In many ways, by the time Siemens appeared on the scene, those glory days no longer existed for either Tarrytown or LA for somewhat different reasons. And once the purchases took place, the similarities no longer mattered. An inevitable hostility developed between the two sites once it became obvious that Siemens had planned to build upon Centaur and slowly phase Immulite out. I suspect the alumni of both companies could share some interesting stories and commonality. One wonders what might have happened had Bayer been able to buy DPC instead of Chiron and have had Immulite instead of Centaur.
Sounds more like LA at the Crosspoint facility.
The halls in Tarrytown tell it all. In the old days, when things were still humming there, I remember several interview comment to me about how they got a sense of energy just watching people walking up and down the halls. These were candidates who were only there for a few hours and yet could sense the feeling of purpose and motivation just based on the way people were walking around.
Compare that to today. Watch how the people actually walk. Most of them would fit in very well in some science fiction zombie movie where everyone has a blank look on their face, a slow, almost trance-like gait, and no sign whatsoever of enthusiasm.
There is little evidence of life or liveliness; the whole place has the somber look of a funeral or death.
Sorry, I meant Siemens DX of course.
By this definition Siemens is probably failing, and we know how this will eventually end.
Siemens will of course survive but not DX. At least not in its current setup. Not even coming close to recouping its orignal investment of three aquisitions. Over six years in they now have fallen to the position of having to have a Garage sale of their DX product lines (Agenda 2013). Of course they tell you it's to regain lost sales and customers. Think of it this way, when you lose a customer, how many actually come back?
As with any garage sale you want to dump as much stuff as possible. Most labs do not want these instruments anymore. They are as old as dirt with a technology from over 20 years ago.
So yes, this will not end well. Each quarter more customers will leave and revenue lost. Treating your employee's like garbage didn't help the situation either. Witholding a merit increase to pay for outsourced QA people...totally ridiculous.
As it is, DX, is on life support. All you need to do is walk the halls of Tarrytown and you'll know exactly what I mean.
Blind leading the blind.
"welcome to the America of the politcally correct and submissive."
This is why working for someone else will not get you "rich". Especially in the current world market conditions. Think about it; if someone is willing to pay you what he is for your services, that means he is making a lot more from your efforts than you are costing him, no matter how poor you are at what you are doing. If this is not true for the long term, then by definition the business will fail. If you want to be rich and not just surviving paychk to paychk, then you want to be the guy paying others to do the job! Then any great profits from their efforts are yours to keep. Doesn't even matter if it is a lawn care "business", not glorious, but if the effort is big enough and great profits are there, you are better off than working at a technical position while making someone else rich. By this definition Siemens is probably failing, and we know how this will eventually end.
That may be true about Jack, but Revlon was still the best of the horror show that followed. Revlon pretty much left Tarrytown alone and HS was a very aloof CEO. But consider what followed. From Cooper to Bayer to Siemens; from worse to worser to worsest.
Screw the Whiteheads, good old Jack sold out to Revlon so he could get his name on a medical school, Revlon, a bunch of thugs
So Seimens aint Teamin?
What a surprise. And what a shame too. There were basically two things that made Tarrytown what it once was:
The vision of the Whiteheads and their gut understanding of diagnostics (much like the Z's in LA)
Teamwork that included just about everyone. All departments working together and doing what was necessary to get things done without territorial barriers.
Here is to fond memories.
.. the development of a diagnostics system is a TEAM effort.
This is Siemens. TEAM effort isn't part of the program.
Employee's care as much about DX as DX cares about them..non-existent.
I worked for DX 3 years before bailing. It was a total change in atmosphere at my current job. Yes, it's a competitor, but an eye opening experience compared to the way I was treated at Siemens.
You people need to come to terms with your predicament and get out of there as quickly as possible. There are jobs waiting!
Software has historically been the worst output from Tarrytown (conpared to instrument hardware and reagents) and has generally held up many projects. This has not always been the fault of the programmers themselves as much as it has been the poor quality of software management. The leadership has never put together a mechanism of communication with various groups (hardware, methods, marketing, QA) to clearly define software specifications, nor do they have an acceptable level of interaction with other groups during development.
True, software 'requirements' tend to change the most during a major project development which is all the more reason that good communication and interaction between software and their internal customers is so essential. This must be an ongoing process and must be fostered by the leaders in the software group. Remember people .. the development of a diagnostics system is a TEAM effort.
The dismissed managers in Ttown software probably lost their job because they were resistant to management-by-fear. It is impertive to have yes men at all levels in order to bypass any controls designed to assure a decent code release.
Hold on if you think subsequent code will be better than previous releases,
You are obviously working hard, yet spinning your wheels. Perhaps you are working hard at the wrong things.
Are you rah-rah gung ho about Siemens DX in general?
Do you talk up the company line?
Do you suck up to your superiors?
Do you kiss (well, you know this one).
Do you knock down anyone who is critical of Siemens or management?
If you answer no to any or all of the above, then you are probably not in line for a promotion. I hope you are not so naive as to believe that completing your tasks on time and within budget is sufficient to earn a promotion. The America of advancing through hard, dedicated work is gone, my friend; welcome to the America of the politcally correct and submissive.
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