Siemens UK, a leader in electrical engineering and electronic industries, has developed for years a business excellence model called Top+ program. This is a company-wide program aiming to improve Siemens' business performance and sustainability, and to make Siemens one of the world's best companies. Siemens' top management in UK initiated the business excellence program, which has been developed into a comprehensive management tool kit.
LONDON AND MUNICH were hit hard by the continuing DRAM price crunch, Siemens decided to take action by closing its North Tyneside semiconductor plant in Northern England, a move that will result in the layoff of about 1,100 people. Closing the plant that the company opened just a year ago will also result, however, in an estimated savings to the company of more than £150 million.
If anything has changed at Siemens, it's the company's attitude. Von Pierer, the CEO, is trying to hard-wire the ideas of speed, innovation, and customer-pleasing products into the company's collective consciousness. Joint committees of engineers and marketers oversee new-product development. They have learned to cooperate on grabbing customers' attention while outsourcing manufacturing not essential to the company and jumping on new ideas, even if the competition comes up with them first.
IntroductionIn 1843, William siemens came to England with only ambition and enthusiasm. He was only 19 years old and was an engineer as well as an entrepreneur from Hamburg. He came here only with a patent for a revolutionary electroplating process. William Siemens subsequently took out a string of patents, some developed in co-operation with his elder brother Werner. Several of these related to telegraph equipment, which provided the basis for his company's growth.
The value and the importance of sustainable development to long-term business success have been widely recognized by many companies, in particular by larger companies. However, only a few of them have managed to integrate sustainable development effectively into their daily operations and business practices. Most of today's business excellence models focus predominantly on a single bottom line of financial results rather than also attending to the social and environmental impact of businesses (Berg, 2005, p.46). This study endeavours to address the issue of how to balance economic, social and environmental sustainability.
Critical Analysis of the OrganizationSiemens UK is partially owned by a German parent company and is part of a "matrix" of companies in the group that operate largely autonomously. The worldwide communications operation employs almost 60,000 people, about 2,000 of whom are based in the UK. The UK operation has three main sites: Welling borough, handling managed services, including international contact centre facilities; Nottingham, responsible for IT functions and other operations; and headquarters in Milton Keynes. The company also has a network of 500 field-based staff, mainly made up of engineers who support and service customers' equipment and networks.
In the past, Siemens was a provider of equipment that handled telephone calls over dedicated voice networks. However, the business has changed radically from providing customers with a "tin" that resides in a hidden room, to software solutions that are installed in a customer's computer network and support telephone calls, as well as data and email transmissions.
Internal Value ChainAs Siemens caters many different fields, therefore, its value chain has different nature which varies...