Friday, March 12, 2010

So much for improved business conditions in the UK. I work for an outsourced HR company and we have recently been informed of a 5 man reduction in Rockwell's sales force.

Thursday, March 11, 2010

If anyone talks to former employees, whether they quit, got fired, laid-off, or retired, those employees more than likely will all say the same,"I am so relaxed, no more stress and enjoy what they are now doing". They more than likely are saying "I had no idea I would be enoying what I am now doing and should have moved on some time ago". I am one of the many, and everyone says I look "10 years younger and look so relaxed". I rest my case.

Monday, March 8, 2010

I am the former contractor who wrote the 3/4/10 post. Less than 24 hours after I wrote this post, management was alerted to it and promptly threw me out the building in the middle of a phone call with a distributor. He was such a proud peacock, he couldn't even wait for me to end my call. It was so funny to me that they would "fire" me on my last day (2 1/2 hours before I was leaving anyway), so I figured I'd let everyone in on the joke that was on me. Not only that, but they had my temp service on the phone before I even made it to my car reporting my transgression. It's amazing how someone could be reprimanded for something done in their off time, from home no less. What happened to free speech? Some would say I got what I deserved, but I'll say to them, if I really didn't want to be found out, I wouldn't have posted the blog nor would I have made myself so easily identifiable.

As further proof of the incompetence I spoke of in my first post, instead of being professional and bringing me into an office to privately kick me out, the guy decided it would be best to do it in front of 7 of my co-workers. Nice. Not only that, but after they threw me out the first time, he walked away for a bit, came back a second time, threw me out again, and tried to start an argument with me, which I promptly shut down. I told him what he was doing was unnecessary and that I was going to take my things and go like he asked. Yeah, like I was gonna fall for that trick, cuss him out (and I REALLY wanted to because he was cutting up something terrible), and give the temp service another reason to fire me, too. I don't think so.

At this point, my temp service wants to put the weight of their relationship with Rockwell on my shoulders, saying I have now jeopardized their standing with Rockwell. Like I would allow them to put all that on me. Nah, that one's for the birds, people. Little old me doesn't have that kind of power. If Rockwell pulls their contract (which I seriously doubt they will), that's neither here nor there to me. All that can't be because I told the truth about what goes on in the department...and look, I'm doing it again, aren't I? Talk about putting salt in the wound...

Needless to say, I have already found myself another job, seeing as how I don't do unemployment. I start Monday. I can only hope that the next place I venture to won't be ANYTHING like Rockwell. Truth be told, it's not all bad. I can't sit here and say the company is crap because I didn't work in the entire company. I was only in Milwaukee Customer Care and can only speak about the things I saw and went through. Again, I leave behind an amazing set of co-workers, but management sucks! Lies, deceit, and cover-ups are all the name of the game over there. Also, to clarify, this DOES NOT speak to any of the Team Leads in the group. They are all outstanding as well and are only doing as instructed. It's sad they are involuntarily involved in the bureaucracy that goes on over there, but when they're ready, I'm sure they'll go shine somewhere else just as I will be doing next week, and if they don't, to each his own.

I already know whoever dimed me out on the first post will be chomping at the bit to dime me out on this one, too. Feel free. How childish of whoever that was to do their due diligence and run tell. That was so high school of you. At the end of the day, it's no matter because karma will get you every time.

Monday, March 8, 2010 - This is a message to all the "non-negative" people that keep telling the "negative whiners" to shut up and be thankfull that you have a job:

There are more jobs, than Rockwell Automation; there are more employers than Rockwell Automation; there are plenty more opportunities than Rockwell Automation, believe it or not. There IS life outside of and after Rockwell Automation. You people are the ones who are stuck. People like myself can afford to take the job loss, and the severence. We have other skills, and thankfully don't have a narrow view of your flat world, that consists only of Rockwell. You must be one of the workers that basically lives there. That is unfortunate. You work to live. You do not live to work.

Why do I stay? Friends, connections, and challenge I guess. And probably I would miss the everyday soap opera of the daily gossip, ridiculous decision making schemes, and mostly watching people like you non-negative guys work like there is a blue ribbon for you at the end of your shift. Ease up, do a good job, a fair and honest work day. I assure you, there are no ribbons waiting, and most do not care to listen to you.

Monday, March 8, 2010 - For the last blog:

Who do you think made Rockwell employees's so negative? Not just at one plant, but throughout Rockwell. I wonder if it has anything to do with Management. Ya think?

Sunday, March 7, 2010

I have read all the comments by all the negative people who seem to have come through the doors of Rockwell Automation, but I have to respond to the person who is wishing for their severence package. Be careful, you might get what you wish for and then lets see you doing cartwells to the unemployment line!

Saturday, March 6, 2010

Actually, there are some of us here in Cambridge that would like to see the plant closed so we can get our severance packages and move on. We don't want to just quit and leave with nothing. Still, we know that the plants future here is questionable. I have nothing against Rockwell, but I would gladly take my severance pay and go. And so would a lot of other people. And many of us have the same reasons. The total lack of organization by our lazy management and the unbelievable incompatence when it comes to ever solving any of the real problems. Many days I leave work feeling as if all I have accomplished is to bring the same old problems to the same old useless managers. And the result will be more meetings to discuss holding even more meetings to meet about passing the buck down the food chain to junior managers who just want out, too. So lay me off and give me my severance package. I will do cartwheels out the door!

Friday, March 5, 2010 - To: “I work as a Contractor”:

Today the world is flat (sorry to quote a book), and as a planet we are becoming more educated. Today’s’ 2 yr degree is a high school degree, today’s 4-year degree is a 2-year degree, and a masters degree is a 4-year degree. Get the picture? This is a harsh reality. The only recourse is go back to school and hit the books hard! And find a company willing to invest in the Future! This rock will NEVER FLOAT. Best of luck!

Friday, March 5, 2010

What's the latest on RA in Australia and NZ? News is that senior RA managers in Aus started jumping the ship. How are NHP and Inaco performing? With NHP and Inaco completely taking over, there's no need for RA personnel. RA in Aus will be reduced to a handfull of people, ensuring NHP's and Inaco's numbers are correct. It's not like that they'll be able to do anything about it anyway.

Thursday, March 4, 2010

I work as a Contractor in the Customer Care group in the infamous Clock Tower building. While I've noticed most of the comments in this forum are from people who work in the plants, I will say this: To voice one's opinion is not to be disgruntled. It is simply what it is -- management is useless. In my group, we have some good people, but the fact that seniority plays no part in the hierarchy makes no sense to me and is a dis-service to the staff. Not only that, but we, too, experience "secrets" in our group. Most of the updates we get on products are from the distributors, which is tragic beyond belief. On more than a few occasions, I've taken a call from a distributor who has given me a rundown of issues with products. Don't even get me started on the current MicroLogix catastrophe. Oy! I've seen the comments that have said - if you don't like Rockwell, quit. Well, my last day is tomorrow. Ha! My contract is up and I'm getting the f*** out of Dodge.

I am so glad to get out of that place, I am throwing myself a mid-day going away party. I LOVE my job and I have the best co-workers, but it's just too much for me. I'll go over to ABB where management seems to have some sense. It is ridiculous how employees are treated in my group and I'm sure we aren't the only ones to suffer at the hands of micro-managers who want to tell you how to do your job, but don't even do theirs, like we all don't know they surf the web all day. I won't say I was a perfect employee, but I was good enough to be permanent. For whatever reason, I was told I wasn't qualified enough to do the job I've done the last 18 months as a permanent employee. Like that makes sense - why keep me that long if I wasn't qualified?? I'd prefer the truth, but somehow I think that would open them up to litigation, so I've moved on from finding out the real deal. Oh, AND they wanted to keep me another 6 months, but their glorious legal department said no, and yet I'm not qualified. Hmmmm. Thank goodness!

Besides that, they want a frickin' Bachelor's degree to answer the phone. For real? I guess an HS diploma (not a GED), an Associate's degree, and 14 years of experience in call-centers just doesn't cut it over there. I don't have a Bachelor's, but I intend to get one... not so I can answer the phone, though, but so I can move into my desired field-of-choice, which is NOT a glorified secretary. That's what the lowest level reps are there. We answer the phone, take a message, and send the ticket on up the ladder. And I need a Bachelor's for that? Yeah? Ok.

Damn, I think I sound disgruntled. Either way, I'm out. The powers that be don't recognize talent and dedication when it's staring them in the face, so I'll go elsewhere and let it be nurtured by a company without a set of ridiculous standards that no Bachelor's degree holder would even contemplate. Farewell, Rockwell!

Thursday, March 4, 2010 - Re: To “Rockwell inventory is at an all time low.” :

Amen. There is an old sales axiom that states that “you can not sell from an empty cart” - think about it no stock = no sales = no profits; meanwhile, your competition is shipping from stock and on time. You are holding open the doors for our competitors to walk in and take your business away. If you do not understand this then I would be more then happy to visit a board meeting and draw you a picture. Quite frankly, there is no valid excuse for the present stocking levels. For the record, I am not an employee of Rockwell I am in the channel and we are in the upper quartile.

Wednesday, March 3, 2010 - In reply to the hockey fan:

Oh man, you are delusional. You may as well fly to see the Queen and demand your country back. Oops you already have it. Sorry but that was a terrible analogy. The Canadian hockey team is not a U.S.owned entity, but RA Canada and Cambridge are. All of you whiners need to just stay off the airwaves, stay below the radar and do your jobs. If I was Milwaukee and I read this, I would figure no one is working in Canada and take the whole place as a cost savings. Guess what, your customers are reading this and wondering what the heck all of you are doing between complaints! This written by an amused non-RA employee.

Wednesday, March 3, 2010

Times are tough. I have been in two companies that have experienced low-profit periods. The result is the same. Fewer people do more for less. It's just like getting your car stuck in the mud. Someone might have to get out and push, and it could involve some unsavory conditions. I have seen many people step up to this responsibility in my division of RA. Good people. However, the difference with the other companies and RA, is that here, there seems to be no regard for an employee. If you don't value your employees, the foundation of your business will crumble. It is just a matter of time.

Tuesday, March 2, 2010

Has anyone see Keith Nonesuch's rant in the 2-28-10 Milwaukee Journal Sentinel? Blames most of the company's problems on the government. I guess if we all lived in grass huts or tent cites, our standard of living would be low enough that Rockwell could afford to hire us. I guess everyone needs to have excuses for their failures - but I couldn't get mine published!

Tuesday, March 2, 2010

Rockwell inventory is at an all time low. This has caused a snowball effect throughout the entire company. Simple items like pushbuttons relays and disconnect swiches are delaying shipments of MCC's, drives and custom panels. These parts shortages cause major scheduling issues for the other divisions needing them need a 30mm pushbutton? Oh they are on backorder. (4 weeks) The old phrase "on a slow boat from China" that is now the delivey method! We had a cusomer call our distribtor needing a 200 HP drive in a hurry. No problem, the drive module will ship in 20 days. But that is 20 working days, which is 4 weeks, which is a MONTH! Brand X had SEVERAL in stock. My distibutors morale is at an all time low. Every order has to be handled special, expedited, appealed, re-expedited, escalated, until exasperated.

Then the factory asks: why doesn't the distibutors have stock? They DID, until their replenishment order was back ordered. The amount of time spent on all of this cannot be cheaper than keeping inventory on fast movers. The inside-sales staff has the lowest morale ever; they are tired of fighting the clock tower. AB: Absolutely Broken.

Tuesday, March 2, 2010

Yes, I seen the increase in ebay items but it could be worse. A Cambridge employee was terminated for selling stuff on Ebay that didn't belong to him... maybe he snuck back, lol. I doubt it, our security guards are relentless at catching shady characters and vigilant in seeing wrong-doing anywhere.

On another note: Can someone please inform managemnt that it is pathetic for keeping secrets about hiring people. Seriously, grow up. Rockwell is a professional company, act like it, you are the leaders!

Tuesday, March 2, 2010

I have noticed an increase of items for sale on Ebay (motor control related) stuff from AB/Rockwell. Wonder what is going on with this increase? Really found an interesting one ALLEN BRADLEY/REYNOLDS Cap/Drink Carrier Collector NWOB. Neat and sure brings back the pleasant memories of the "Good Ole Days"!

Monday, March 1, 2010

Watching the U.S./Canada hockey game on Sunday reminded me a lot of the Cambridge plant. Up to 3 years ago we were aggressive in Cambridge, stood our ground and fought back the Americans just as they did in the first two periods of the hockey game. However, in the 3rd period the Canadians sat back on their heels and were bullied and out played by the Americans, just as the Cambridge plant is allowing the Americans to do to them now. So as I see it, Cambridge can continue to sit back on their heels, be bullied by the Americans and eventually lose by being closed by them, or they can fight back like Team Canada, dig in those heels, and be the Division they used to be. It is time to pull together, find a leader and step up our game. ***Go Canada Go***!

Saturday, February 27, 2010

I'm employed at the RC plant & since we are "THE HUB" of re-work I saw a cabinet in the re-work area that had the serial plate exposed. It was a 2100 & the serial plate said Guadalupe. I did not know we built 2100's there or that we had a factory there?

Thursday, February 25, 2010

I cannot see how Rockwell Automation can succeed on the path that it is taking. I have been with this company for a long time, and up until 2 1/2 years ago have enjoyed my job. Unless you are on the manufacturing floor you would not understand what is being told, not asked, of the employee's. We are being forced to work mandatory overtime on all shifts. (Including weekends with various hours.) Even if you want to take vacation you have to find someone to take your place or come back in to work the weekend or weekday depending on what shift you are on. (That's fair right?) The management makes up policy as it see's fit and changes it at will. Management could care less about any ones family life. I would like to see these policies in place for them.

I agree with the previous blog. There needs to be a change in the upper level management, they have lost touch with reality. Allen Bradley was a great company to work for and they cared for their employee's and customers. Rockwell is about GREED and MILKING it for everything they can get, and then selling it off. You have to ask yourself, would a union help change the way employee's are being treated? Could it happen in Twinsburg? Time will tell.

Thursday, February 25, 2010 - Lean SIX SIGMA's:

Now to most out there, these people are a waste of money, time and an actual pain in the proverbial butt. I do see where a lot of the complaints come from, on the workers behalf indeed. I also see the need for a lot of the complaints. Did we need them, YES. Do we need them, NO.

They were started off great, with fresh ideas and a thirst to help MAKE CHANGE. There was great change to be implemented, people were being asked questions, team setups, meetings, etc. The same problem with this company for the last 10-15 years. THEY WANT CHANGE, but will not spend the money, time or resources to do it, and do it RIGHT!

This Cambridge facility management loves to put a nice big expensive band-aid on it three times instead of fixing it right the fist time, and actually costing them 2-3 times the amount than it would've to do it right... not to mention the aggravation.

Lean Six can be a very usefull tool in the presence of someone who truly knows the jobs at hand, tasks and rythm. That is where the workers have a lot of gripe as they see these people fiddle with things they have no idea about.

A lot of great ideas are proviced by the workers. Six sigma is a great tool to help bring them to life and to drive the chain of thought to be more efficient, but in the end, the upstairs managers who decline to do it because it might save them a few bucks, are to blame; not six sigma, not the workers.

Look at the way this place does its traning. It is a complete joke. This is why people do not take the job that seriously anymore. Before it was like a skill; now you have skill-sets shoved down your throat. It is not about learning one thing and mastering it. It is about doing 15 things and getting something done in a matter of minutes. Tact time! that is their goal, not quality. That is why I think Lean Six fails..

Big Macs look so good on the commercials, because they have taken the time to do it right... Go to any McD's and you will find a sloppy, soaking soggy pile of a mess. Qualitative over Quantitative.

Train your work force properly and thoroughly. Treat your workers like yourself! A lot might not have the education you do, but there are some people there that would put you to shame intellectually. Be fair. The employeee handbook is printed in English. All the workers can read it. Use it, follow it. It does make a difference!

Thursday, February 25, 2010

I have been reading this blog for the past 4 years, and up until recently worked at Rockwell for 6 years right out of college, in engineering and sales. My impression of Rockwell when I joined the company 6 years ago was that they were the industry leading technology innovator. They were known for being high priced, but had the quality, people, products, and industry reputation that allowed them to command higher prices.

Since then, I still believe that Rockwell Automation has some of the best products in the industry. But unfortunately, I saw the company crumbling from the inside. I'll never forget the video they showed us during the hiring process that detailed the long and rich history of Allen-Bradley (not Rockwell Automation). That video showed people that were passionate about their work, took responsibility and pride in their company, and worked together to build a great company. As is evident from all the comments on this weblog, today's people are FAR more interested in spending time bickering about internal problems rather than focusing on the customer needs, getting product delivered, innovating, improving quality etc.

I have never posted to this weblog before. But, given my recent departure from Rockwell, in addition to what I'm hearing about the Micrologix issues, I just can't believe that the management running Rockwell allow things to continue the way they are. I could spend hours writing about the problems I saw internally; but I'm not here to complain. Ultimately, I want to see Rockwell succeed, as I still work heavily on the integration side with RA products.

I think the best thing that can happen at Rockwell is a change in leadership, that has the courage to do a top down overhaul of the company and get back to focusing on the problems that are preventing them from being the great company they once were. People need to take responsibility and work together, rather than always trying to pass the buck.

Wednesday, February 24, 2010 - Response to Feb 24, Six Sigma person:

Show some gratitude - for what? We have never been more late on orders than we have been since we got the "sick" sigmas. funny how we were able to grow drives from 20 a month to 50 to 75 without you. Declining productivity - funny how we were about to produce a quality product at the peak of the economic boom without any help. You have more production people now working on non-productive things than ever before - graphs, spreadsheets, etc - when these people could be putting out our so called late orders. You've just move the quality problem from the test dept into assembly areas.

You sigmas have done some good work, and you can see some progress. But it could be so much better if you would actually listen to the people who do the work.

Wednesday, February 24, 2010

For all of us who started with the Company in the late 70's, early 80's... we did O.K without the need of six-sigmas. We gave up vacation time, worked swing shifts and did what it took to make the Allen Bradley a leader in the Automation world.

It's sad to see what is now happening with the Jobs and quality. Those who helped in making it great are now being over-shadowed by folks (six-sigmas) that feel that they have a better way of doing things. Greed and Bad business decisions have killed a once great Company. Mexico is turning out to be a bad decision, just like the European design center in the 90's. Don't call it whining. Watching a great American Company turn its back on the American families that made it, is sad. They need six-sigmas in the call centers, go for it. Good luck to all that remain.

Wednesday, February 24, 2010

Has it ever occurred to you Cambridge whiners that you and your poor performance are the reasona we six-sigmas were brought in? Something had to be done. Late orders, poor quality and a declining productivity would lead to closure if we had not been thrown into the breach. Instead of infantile complaining, show some gratitude for the fact that we have helped save your jobs.

Tuesday, February 23, 2010

The Lean Sick Sigma was introduced to management at RC from Toyota. The spreadsheets and charts and graphs look good on paper. The spreadsheets, with many orders and their ship date and dollar amounts, and man hours, is part of SAP - looks like it will work. Only one thing, it does not show less parts of any kind. We will build and ship, never being short any parts for an order. It is a perfect world.

Also in Monterrey, Mexico, should see all the new buildings being built for future customers. Interesting. It has been going on in RC for a good year and no end in sight. End-of-the-month is on.

Tuesday, February 23, 2010

We are now being told RA might fill our Micrologix order. They "found" some components to make them with. I understand Arrow was their global supplier of components. Did Arrow "find" some parts in inventory, or did RA go to a secondary supplier? As an OEM, we have to look elsewhere for a dependable small PLC supplier so we can fill the orders for our customers. We've never looked elsewhere, but RA has compromised our business to the point where we have no choice.

Tuesday, February 23, 2010

Nosbusch is nothing more than a flea on Don Davis' tail. If tweedle D is "Dan" from Milwaukee, good luck, POS in our book. You can have him. The rape of Allen-Bradley is almost complete. No, it is not satisfaction - more like subtraction.

Monday, February 22, 2010 - In response to the post on FEB 21: "As an American, I am proud to be part of this evolution."

You must be related to Keith Nosbusch, because you sound like him and must be drinking the same Kool Aid. Many of my friends (hard working blue collar types) have been laid off because of the work being moved to Mexico / China etc. That is Fact!

Ask any of the workers in RC, or even workers in Cambridge who lost work. They moved work from Cambridge to RC (4R mcc sections utility sections for example) We were told in RC that more SC/PE 2 and engineer mcc orders were being moved south of the border, but at least we will be getting Canada orders in RC and then we were told AMAT is leaving RC for Monterrey and China in spite of the fact of the lack of skill sets and how RC is bending over backwards and on their knees to please AMAT. (Mandatory OT, working weekends) Something does not add up. That is Fact! Many of us don’t like the way things are being handled either in RC. That is Fact !

Now both our plant managers in RC (tweedle D and twiddle D) are getting balled out about the indirect labor and overtime that is put in. It’s funny how lean management was brought in to make things run smoother but added more indirect labor and countless bulletin boards with charts and pretty graphs. Is the customer paying for this? Can you say mismanagement? The so-called "Professional types " may make more moola overseas, but I bet you could not make a living being a "regular joe" working family man in Mexico.

This whole "global vision" you rave about - let's see how you feel if your job is outsourced.

Monday, February 22, 2010

You must be in your 30’s. Here’s problem with your global company look and the wonderful outcome of China, India and other lower income nations taking American jobs and you getting richer in the long run. You will end up paying for the unemployed workers through your taxes. So your net income will be lower.

America needs to reinvent itself, and we can no longer be just a service-provider nation as manufacturing jobs move out of our country. Levi’s had 22 plants in North America 10 years ago, but Wal-Mart help move all that to Mexico and beyond. You can’t find a nice metal sprinkler that last 10 years anymore, because Wal-Mart got us to buy the 99-cent plastic sprinkler from China. If this country is going to get serious around sustainability, then they need to include Labor into the Sustainability categories. Reduce Carbon footprint, do more with less and reduce energy cost.

When a plant in the USA closes, so does other programs with it, like Junior Achievement and Little League. People from these plants invest in the community they live in. You close the plant; you close those support groups that create the DNA for future business leaders in America. Oh wait, you must have thought the Chinese were going to come over and teach the next generation of Americans on how to do business?

I left Rockwell Automation almost a year ago, and it was because of the poor leadership in the States. The stock has risen because of extreme cost-reductions; reduce investment into R&D and threat of a buyout. Rockwell Automation could be just a name in the next few years; much like a Stanley Lawn Mower (Stanley doesn’t make lawn mowers but Wal-Mart got them to sign their name onto cheap Asian lawn mowers for creditability). Are you ready to sit along side the Sprecher and Schuh salesman? That’s where you’re going, my friend, as ABB or GE buys RA and breaks it up into smaller groups and sells off pieces.

How would you feel if a software company came long and created a software packaging that could program any vendors PLC? You no longer need the vender PLC software to build out your line. End users could then pick a PLC provider base on their capability and support with no worries about compatibility. That day has come. Rockwell Automation ControlLogix is a beast that is getting long in the tooth. There has been little enhancements made into the technology over the last four years and the next best thing is always 24 months out.

Sunday, February 21, 2010

This weblog needs to upgrade its readership The fact is that Rockwell stock is up, because it is winning, taking market share and producing better financials than competition. Share gains in Asia and USA. Fact: A global controls company needs to manufacture globally. It isn't cheap labor; in fact professional cost in Asia is higher, as in East Europe. Fact: Those that dont spend time whining on this site are making a diffrenece, beating Global competitors, making money and enjoying the dream. Fact: US people have had it too easy and have forgotten how to compete at an intellectual level and accept they are just a part of the Globe. They don't own the Globe. As an American, I am proud to be part of this evolution and hope the Indian, Chinese and Czech will help me have a richer life. GO ROCKWELL! Born in America Raised Globally!

Saturday, February 20, 2010

To the person that mentioned signing Union cards. Keep encouraging that and you'll get your wish... perhaps a Union, but you won't have a job. If you think for one second that the Americans will keep our facility open, you'd better start looking for a new job, now, cause once again... you are WRONG with your thoughts.

Sounds like your ideas and dreams are bigger than actual reality. Grow up and stop whining. Go in, do your job, be thankful you have one, or move on to someplace that you might enjoy.

Friday, February 19, 2010

Rockwell is getting ready to lose a lot of business due to the fact that they can not ship Micrologix controllers. A lot of Micrologix customers/OEM's also use larger CLx systems and this situation is putting them in jeapordy.

Friday, February 19, 2010

ArmorStart is being manufactured in RC instead of Monterrey because as part of our agreement with the TSA/federal government (who purchases some of them), we cannot manufacture it outside of the country.

Thursday, February 18, 2010

ArmorStart new product is going to be built in Richland Center. Three to six month project. Why? This going on a smaller line. What are they going to do with the 24 benches and test fixtures that have been sitting vacant for months at RC since the layoff? More personnel for many small projects. Why? What 's going on in Mexico?

Thursday, February 18, 2010

Rockwell manufacturing in trouble. Tecate continues to build junk! The MCC wiring quality is very poor. Since this worked so well we moved the engineered drives to Monterey. Monterey is now up and running, but they are shippng orders weeks late. Quality is reported to be crap. Nosbush takes $10 million in stock options while the company is falling apart. When will the madness stop?

Wednesday, February 17, 2010 - Re: Why is Rockwell's stock so high, when orders are down?

During the boom years (before the financial melt down) the board approved the purchase of stock shares. After the sale of Reliance Motor for more than 1 billion the board allocated this for stock purchase. I think it is being propped up with the money from divestments and past earnings.

Wednesday, February 17, 2010

I did enjoy the lunch Rockwell provided. But, when it comes to safety, like any other company they don't care. The only thing they care about is the money that is made. Rockwell is just lucky no one gets hurt. I really like their policy on work place violance. If it was an hourly employee that grabbed another employee, they would be fired. But, management has their own set of rules. If we can get enough people to fill out a union card, and get a union in our plant, then we could have this problem removed before someone else is grabbed.

Wednesday, February 17, 2010

The issues in Cambridge can be satisfied by firing the operations manager. But, we know that won't happen as he takes his directions from an arrogant American, and we all know the employees in America have no rights. If it had been two employees acting like that, the grabber would have been suspended and after three days of sweating it out at home would have been fired. How many times have we seen that in the past?

The downfall of Rockwell Cambridge is the Americans. All was well until their presence became more dominant. Canadians are "we" people, but the Americans are all about "me". As long we in Cambridge continue to allow them to have control, things will not change.

Stand up Cambridge! Unite (not with a union, but together as a division) and stand up against these people that think they are smarter and better than everyone else. Stop letting them walk all over you.

Tuesday, February 16, 2010

Why is Rockwell's stock so high, when orders are down? This does not make sense. What is keeping it so high for the shareholders?

Tuesday, February 16, 2010

Yes, very true. We the unappreciative. We the ungrateful. We should be glad when upper management uses intimidation to motivate us. What better way to get the most out of your workers than to frighten, subdue and daunt. (By the way, intimidation in and of itself is workplace violence, let alone the actual "grab".... but I digress). It's fine to express our oppinions, but we should first check with our boss to find out what our personal views are. It's the right thing to do. If we do have a thought of our own, we should be sent home immediately, glad to have a job to be sent home from. We should encourage our leaders to make assumptions and accusations about us. It shows they love us and we should thank them for it. We should never take for granted the wisdom we are shown day in and day out by the warm and wonderful people who lead us through our work week. Thank you for the free sandwich.

Monday, February 15, 2010

When it comes to a Hostile Work Environment, or Sexual Harrassment, or Work Place Violence, there is a very, very easy way to stop it. File a lawsuit. Money might talk, but BS Walks. If it is so bad, then make a move.

Monday, February 15, 2010 - Training in China vs Training in the USA.

The Chinese and Indian workers are working for next to nothing, in terms of our pay ranges. And even if China is a Communist country, they have certainly realized the value of their workforce. So has India.

All that said, you can see the result. If you want to personally stay in the rat-race, then you have to train up. If a company won't pay for it, you'll have to. And take the time. Or make the hard decisions not to, and trust your future to the new supervisors who are 20 years younger, and 20 years faster on the draw.

Find some training you are interested in, hit your passion, and find ways to make it happen. It's all you can do. Or face the results when you hit 55 and they don't want you anymore.

No, I didn't have the money. I spent %20,000 on my credit card to get the training, then took out a home equity loan to pay it off. And got it all back in less than 4 months when I took a new job.

Roll the dice. Change sucks. Moving is worse. Watching your company meltdown is horrible. Watching your finances burnout is worse.

Adapt, Improvise, Overcome. Or be overtaken.

Monday, February 15, 2010

Think about where that sandwich offered up as the reward lunch ended up... much like everything else Rockwell touches.

Sunday, February 14, 2010 - In response to the blogger that mentioned I was living in the wrong era:

Yup I am, I'm living in the present, 2010. It is you that is living in the past. I value the fact that I am one of the fortunate people that does actually have a job in today's tough economy, that knows how to appreciate what I have and not take things for granted. I don't expect things to be given to me.

I too am the carpet that you refer to -- a rather plush one at that. Aren't I lucky that I have the opportunity to be on the floors of Rockwell Automation?

Saturday, February 13, 2010 - To: Cambridge:

Shut up and stop whining! You are lucky this plant is open. Your only place in the order of things is to build it and ship it. If that is too much to ask then Management will find some place less confrontational.

Saturday, February 13, 2010

I agree - Lunch was OK, but... less than a month after Annual Dance (or Christmas Party) for which we had to pay $20 per person?! If we didn't deserve to get that party for free, than... No comment!

Friday, February 12, 2010 - Re: Congrats Rockwell Cambridge:

Well said. Always seems to be those few disgruntled people out there who want to speak on behalf of others in the company and be negative towards just about everything. Thankfully common sense prevails and most of us continue about our business and ignore these ignorant, self-centred blogs that continue to cut up the company for self-gratification. In the end we know the truth and we know who's behind the negativity.

Thanks for posting a positive comments. Lunch was indeed very enjoyable.

Friday, February 12, 2010 - To the author who wrote "I agree, Congrats to Rockwell Cambridge on receiving the "Crystal" award for Environmentl/Safety/Health. I'm honoured to work for a company that is able to achieve this. "

Praise to Rockwell! Err, scratch that. The latter part of this contribution appears to show the author either living in the wrong era, or likes being a carpet. Maybe he/she would prefer the new period of austerity thats being hoisted upon those "internees" of RA. What an abhorrent tone, so unforgiving. How much more should people bend over before complaining? Nice approach! Grrrrrrr.

Friday, February 12, 2010

A funny thing, this place we call work. Cambridge is still exactly the same as it has been for the past 3 year. Management that was almost invisible here while the Union was out front, have come back with a vengeance, dusting off their hats just waiting to flex their muscles once again. In the last couple weeks, management here has shown us their true colours yet again. They remind us that they can do as they please and get away with it. Something we did not see for almost 8 month while the C.A.W. was out front passing out cards.

The materials manager in particular is up to her old tricks again, targeting and attempting to eliminate employees as she sees fit. Rockwell currently uses 3 different systems to control inventory, and every 6 months it changes to accommodate one more than the others, and as expected employees grow weary of trying to figure out where the parts are, or what system to use. So when an employee voices their opinion about how poorly inventory control is and how frustrating it is to use, they get written up and sent home for the day because this manager was offended by a word used by the employee. The very next day she attempts to get 2 more employees written up, assuming they are using cell phones, though none were seen. What I find very sad and offensive is that this manager has repeatedly tried to get multiple employees fired based on lies, and has been caught red handed, and yet still somehow keeps her job. Is that how you lost your job at A&W?

"Workplace Violence: There will be no tolerance of violence at Rockwell Automation. Any assault, battery, stalking or other threatening or intimidating behaviour conducted by an employee, or directed toward an employee, is prohibited. A threat includes any expression of intent to cause physical harm to another person and may or may not include using a weapon to carry out a physical attack.

"Appropriate action will be taken for any workplace violence, up to and including termination of the offender. Every threat of violence will be taken seriously and excuses will not relieve the offender of the responsibility for having made the threat."

To the previous blogger: I also did not take part in the free lunch; thanks Rockwell, but no thanks. I love my job and my co-workers and believe we make an excellent product, and only wish to be paid for what I do. I will not be bought with a sandwich, and if having an opinion makes you a whiner then most of us that work here are whiners. You're more than welcome to sit there and take it; but don’t tell the rest of us we have to as well. The majority of people I know for a fact feel the same way as I do, and your blog tells me you are jockeying for a management spot and that you haven’t been employed at Rockwell very long. Keep it up there may be an opening for you soon.

Friday, February 12, 2010

I agree, Congrats to Rockwell Cambridge on receiving the "Crystal" award for Environmentl/Safety/Health. I'm honoured to work for a company that is able to achieve this. Great work to all employees that made this happen.

I disagree with the fact and am sorry for those that cannot accept the excellent lunch that was provided to us as employees by the company, and that they would rather have money in their pocket. Perhaps if you didn't work at Rockwell, you would be able to get money in your pocket for a while through EI and then find another way to get it other than a weekly pay cheque. You people that are complaining about how BAD things are need to get on the outside and see how fun it would be to look for another job and maybe find one that pays minimum wage with no benefits. If you are that unhappy and have nothing more to do than complain about what a cheap company and how poorly you are treated, QUIT. No one is holding you back and the company doesn't owe any one of us as employees anything. Quit your whining and appreciate the fact that you are employed. If you find that hard to do you always have an alternative.

Another note.......your inconsiderate and thankless comments are a small minority of people within Cambridge, and the others that do appreciate what they have truly feel sorry for you.

Friday, February 12, 2010

Are the people on here that say that companies shouldn't invest in training for their people, all rich in wealth and time? Do you not have children or family? Money and time do indeed hinder one's chance at additional training and upgrading skillsets! Let's talk about the amount of training and schooling that the Chinese spend on their employees. I'm telling you that the number is quite substantial and we as American company employees are not getting the same treatment.

Thursday, February 11, 2010

Looks like Rockwell Software is doomed. 2 years to adapt to Windows Vista, which no customer will ever have the need for. No plans to move to Windows 7. No engineers/developers left (most sent packing). Why would customers want to bring this stuff into their plants when there are no future support/development plans?

Thursday, February 11, 2010

Seems the Cambrigde plant has a little problem on their hand with a Senior Member who likes to grab people. I know there is a zero-tolerance policy inplace and employees have been fired for a lot less things in the last two years, that is for sure... Let's see how this incident is swept quietly under the rug. It is common knowledge that this happened, in this facility. I am not for firing someone or seeing someone lose their job, but policy is policy. What was right for one person is right for another, no matter the level of your belt, so to speak. The unfortuneate fact that is comes from the man who trys to enforce everything that is supposed to be.

Wednesday, February 10, 2010

As a former employee like some of the previous bloggers, I agree with the general opinion on the senior management. They follow orders and don’t think about the consequences of poor sales strategies and poor marketing. The recent decision to move away from the RS Rockwell Software branding and base product names on Factory Talk is insane. They spend 15 years building a brand name to almost household status and then get rid of it. Talk to the customers and see what most of them think, you’d need to attend a week long course to get your head around the Factory Talk product range. On the plus side, as a consultant, I’m making money explaining this to Rockwell’s customers so it isn’t all bad news.

Tuesday, February 9,

Money is not an obstacle to self-improvement. There are countless free or nearly free opportunities to learn and upgrade your skills, from local community colleges to online tutorials and classes. Also, there is no better investment than in your ongoing education, so allocate some of your own money as an investment in yourself. It will often pay handsome dividends. Don't depend on your government/union/company/mommy to do it for you. Stand up for yourself.

Tuesday, February 9, 2010

CONGRATULATIONS! cCongrats to Rockwell Cambridge on their recent award for Being the SAFEST place. This is a prestigiius award I understand and was given out to only two workplaces out of 200-300... They will recieve a $300,000 kickback, I hear from Work and Safety? A dinner will be provided for the people that made this possible...everyone gets a piece of cheese! not the cheese you can spend, but you actually nibble on. Oh and the good china and tableclothes are coming out as well.

I guess giving everyone who made this possible a kickback only goes one way...the companies! A $50 gift card or a bonus makes too much sense, so spend it on cheese and crackers, and you wonder why CAW are allways knocking on the door there?

Tuesday, February 9, 2010 - Re: the post - "Rockwell seems to be buying up controls systems integrators in the US and Canada but they are being very quiet about it. Why?" 'cos they want the business, thats why. The process is called wringing blood from a stone. Via the newly owned S.I. channel they can obtain larger margins on the same products sold. It's one of the final routes for maximising short term gain before subsuming the previously healthy independant business and crushing it.

Monday, February 8, 2010

Who are the controls system integrators that Rockwell has purchased?

Monday, February 8, 2010 - Regarding skill sets and money:

Don't improve the skill sets and watch your income potential disintegrate. Pay some out and watch your income potential expand. Since when are companies obligated to keep your skill sets current or improved? I didn't realize it was a welfare program.

There is a tipping point when a company won't put any more money into you. It's cheaper to hire and train younger newer trained engineers. Moral of the story: stay ahead of the curve, or get lost in the herd.

Monday, February 8, 2010

Regarding skill sets.....what if the highly trained and experienced engineers would have taken the time to listen to the winds of change. And they themselves became Black Belts and Lean Experts?

The moral of the story is that we are all responsible for our own skills. And if you see a train coming, get onboard, get out of the way, or get run over. And I'm not being mean. It is what has happened.

The reason RA brought in all the outsiders (I was one of them), was to make positive changes that their own internal staffs couldn't or wouldn't make. With all the negative lessons learned, just think how much more improved the situation would have been if the ROK legacy employees had taken the training when it was offered, prior to the Lean 100? It was offered, and some took it. But most of those never took it and ran with it.

So GE trained new leaders saw the need, and brought us in. With all the inherent issues of bringing in outsiders. One supervisor actually told me / us that he wasn't going to push his people in the cells as he was related to all of them in some form or another. Guess what, you all are reaping what he planted...the seeds of self immolation. The seeds of T2. The very cells he managed are now either in T2, or on the way there.

Over the next few days, go into your plants and cells, and ask the legacy leadership why they didn't push for the change. Changes that would have saved your jobs. What do you think their answer will be? Try it. Ask the questions. All the seeds for success were planted in the late 90's - 2002. It didn't grow, no one nurtured it on the plant floor, or in the plant offices. So it flailed around.

The message was: No change is possible. The Lean 100 was the last ditch effort in my opinion for local legacy to change and remain. It didn't. So T2 flourishes, so RC implodes. Not everybody can work at the dairy or subway. Look to those previous leaders, then make sure you look to yourselves. Maybe the other supervisor, who came across the desk at a Lean person, and yelled at them, and said he'd never trust the Lean people because he didn't know them, can answer the questions above.

In the last 10 years, Michigan has lost over 1 million jobs, 2/3 of all manufacturing jobs are gone. Wisconsin is just a follow up story, with the same result.

Good Luck!

Monday, February 8, 2010

It's not the company's job to keep your skills current when they can hire someone with more skills for less money; it's your job. Take responsibility for yourself. I put myself through college to get a better job and I take classes with my own money to stay up with technology. When layoffs come, I'll be prepared with experience and current skills.

Here's an interesting article about the effects of layoff's on the company, people, and the economy.
http://www.newsweek.com/id/233131

Monday, February 8, 2010

The main reason for the budget cuts on engineering re-training was due to the fact of their ages. We cannot invest money into a person who is about to retire in less than 5-8 years... It's like putting a rock on a glass plate...

Old engineers are mostly used for their nostalgic contributions of retro-fitting and short-cuts. Certainly not their efficiency and ingeniousness with aided tools. Bring in the new, out with the old. The new generation can grow, and morph with the newer products easily.

Monday, February 8, 2010 - Re: Weblog Wednesday Feb 3rd 2010 - "The only thing stopping "old engineers" from upgrading their skillsets is the "old engineers" themselves.":

Excuse me! The only thing stopping "old" engineers from upgrading their skillsets is money! I've worked for the SSB group for over a decade and in the last 5 years there has not been enough training budget money to allow engineers to upgrade skillsets.

Sunday, February 7, 2010

Rockwell seems to be buying up controls systems integrators in the US and Canada but they are being very quiet about it. Why?

Friday, February 5, 2010

The jobs are leaving the US; the skill-set of the US engineer doesn't matter. The jobs are moving, period. US engineer ~$100k/yr, non US engineer ~$30k/yr. Even an American trained engineer fresh out of college with the latest skill-set can't compete $ for $ with a fresh grad out of India/Mexico. The jobs RA are hiring for are NOT rocket-science, an AS/BS in electronics, electrical technology, or mech. technology/design is more than enough. A half dozen REAL engineers can do the product development/science, the others are just over-qualified technicians. RA just resells others products anyway, how much engineering does that require??

Thursday, February 4, 2010

If management is going to move the jobs that support the AMERICAN WAY OF LIFE out of the USA, maybe they can also do as Halliburton did. It is clear this is just about the last cost cutting measure to be made, other then figure out how to grow top line numbers. By the way I sold at $75.00/share I keep looking for a sign to get back in.

Thursday, February 4, 2010

For all Rockwell employees in the U.S. that are losing or have lost your jobs this year be advised, Rockwell will be taking federal tax out of your severance at the 25% flat rate option. Rockwell will try and convince you that it is required by the IRS but that is not true. Rockwell has the option to either use the 25% flat rate OR they can use the aggregate method. Using the aggregate method would require some effort on their part. Unless your supplemental pay for the year exceeds $1,000,000 the IRS has two methods of withholding. The first is known as the aggregate method, in which the severance pay is basically handled just like a regular pay check and normal withholding brackets apply. The second method is a flat 25% tax (of gross pay). The sad part about it all, that they do not and did not have the decency to tell you that they are/have already done this. The decision to do this rests solely with Rockwell, not the IRS.

Thursday, February 4, 2010 - Re Weblog Wednesday Feb 3rd 2010 - "The only thing stopping "old engineers" from upgrading their skillsets is the "old engineers" themselves.":

What a great example of self-centred arrogance. Carry on and perpetuate the myth. RA can now continue it's campaign to rid the faithfull. One day, my friend, you will be in that exact same position. If not at RA then elsewhere. Nice to see such great affection for those that helped create your position before you.

Wednesday, February 3, 2010 - Re: "The only thing stopping "old engineers" from upgrading their skillsets is the "old engineers" themselves.":

THE ONLY REASON JOBS ARE BEING LOST IS.....MONEY! Plain and simple... Why build for a cost of $1, when I can have a cost of $0.10.... It has nothing to do with me learning new skills. Every one of my fellow co-working engineers and I can have all the skills in the world. It does not matter at all, but the price/cost of business. Your comment of being an indicative situation from our own actions is absurd at best, and appalling to say the least.... You obviously have a vauge concept of reality when it comes to a conglomerate-type scenario on a global level.

Wednesday, February 3, 2010

The only thing stopping "old engineers" from upgrading their skillsets is the "old engineers" themselves. You stagnate, you're done. Simple as that. The previous poster's "nanny state" mentality that the union (and indirectly the company and the government) are responsible for continuing to develop their skills is totally indicative of why the jobs are leaving in the first place. Take some responsibility for your own situation, be accountable, and DO SOMETHING ABOUT IT YOURSELF!

Tuesday, February 2, 2010

Keep your eye on the ball. 3/09 $18, 2/10 $49, the owners (stockholders)are making money, everything else is just noise. Laid off US employees, loss of market share in the US, just noise. Job #1, make money for the owners. Job #2, see Job #1.

I feel bad for the US employees that made AB/RA what is is today, but we should thank NAFTA and the other free trade agreements for the decline. Keith is just playing the hand he was given. Do you really think a new owner will do anything different?

Monday, February 1, 2010

RA Q1 2010 North American sales -18% from last year. Only real growth in Asia/Pacific. Is this the result of the new world order or the US business seeing the effects of neglect by RA management? US customers upset with deliveries, product quality, engineering/support?

Product Alerts (recalls) with PowerFlex 4/40/400 drives contract manufactured by Chinese, Logix PAC(flagship product)firmware alerts. Missed ship dates on MCC's. Support/Engineering from India. SAP primary/secondary servers both down. No orders in, no orders out. The US market is ripe for the picking. Kieth promotes US manufacturing but continues to ship jobs out of the US.

Friday, January 29, 2010 - Re: "Young Engineers are being hired at Monterrey by dozens. Any idea on how to stop losing manufacturing jobs?":

Yes, create a non-Mexican union that will allow old engineers to go back and upgrade their skill-sets. This is what is important now - not experience, but skill-sets. Engineer #1 with 25 yrs is "laid-off", because Enginner #2 with 10 yrs also has a cross-stitching course.

Friday, January 29, 2010

My thinking is that it will take just as long to get T2 up and running as it took to get RC up nd running. After all RC was opened to undercut the labor cost that was once in HQ location. Face it NA is done, EU not there, Asia is where the work is. Sales are not growing, and only cost-cuts are adding to profits. This will keep the FAT CATS in the $$ and the small guy is out of luck.

Thursday, January 28, 2010

Young Engineers are being hired at Monterrey by dozens. Any idea on how to stop losing manufacturing jobs?

Thursday, January 28, 2010

You have ZERO control over your destiny in this case.

Thursday, January 28, 2010 - Re: Cambridge Facility:

WE NEED TO UNITE! we need to become one again like we were in 1987. We all need to get along and work/strive for one common goal. If we can do this, we will see positive change happen for our wages, our life expectancy at RA. We need to be aware that out business is competitive, cut-throat and slowly slipping out of our own hands.

We choose our own destiny. For the 8 hours we work, we should focus on doing a #1 quality job, then and only then can we blame management for their plunders. We all need to come together, co-ordinators, reps, managers, workers, blackbelts, cleaning staff, cafateria workers, security guards, human resource managers and even the people from downstairs! We can make our faciltiy truly the center of excellence if we focus!

Wednesday, January 27, 2010

Those in RC that do not understand that their jobs are moving South, are either confused or refuse to see. T2 will take the RC jobs as soon as the workers become qualified enough to handle the complex work. Some luck may prevail, in that the folks in T2, need to develop the experience level, and well beyond, that the Tecate facility has. The original plan was Tecate, the new plan is T2 since Tecate can't handle the ETO side of the business. Maybe the skill level just isn't there. If it is, then when will it all be moved to MX?

Wednesday, January 27, 2010

Yes, here in Cambridge, we are getting some new positions in some areas - "Coordinators". Some people were "hand picked' for those jobs and after they got chosen, right away they (or some of them) stop doing their previous jobs?! If these are new job position's, shouldn't they be posted so that everybody can apply?! Also, if they(Coordinators) are not supposed to do previous jobs anymore, shouldn't their old jobs be posted!? We are confused a little bit here .

Wednesday, January 27, 2010

Funny how both Siemens and GE are re-investing in local custom-manufacturing in both Panelboards and MCC's. Meanwhile Rockwell is leaving for eastern Europe and Mexico. Canadian and US customers want equipment customized, fast and competitively priced. Leave the discrete manufacturing in these places, but the actual customized product such as MCC's, panels etc needs to be local to meet customer needs. Look at your pricing strategies. How many more third party panel shops can Rockwell support?

Tuesday, January 26, 2010

Not a rumor, not a joke - RA announced yesterday to their employees at RC they are moving one of their lines to Monterrey MX and the employees here will have to train their over the border counterparts. There was NO mention of layoffs as an end result of this decision, but it will impact close to 40 personnel at the RC facility. So much for support of keeping the American jobs in America, CEO's leadership and shareholders of companies should be ASHAMED of themselves for NOT supporting the US economy.

Sunday, January 24, 2010

Twinsburg: I don't know what happened to Abe, but managers don't get walked out, they get transferred. He had to have done something worth suing over to get walked right off the plant floor.

As far as the new guy we will have to see what changes he sees for Twinsburg. I hope he has a clue because we are tired. I know we should be grateful we have jobs, but none the less we are TIRED! Logix has been working 60 hours a week since last Easter. Which seemed to be news to Abe for some reason. Abe's famous last words, "If you don't like it find another job somewhere else" I don't want to work somewhere else, I have been here for 20 years. I just don't want to work so much. Can we cut it down to 50 hour weeks, PLEASE. Staff the weekend shift already.

On another point, Rockwell can't get or keep qualified people because they refuse to hire from within anymore. Used to be you could come up from the ranks and bring all of your experience with you, now they hire from Engineers up, only from the outside and these people don't have the knowledge or experience that a person who is already there has. I saw hiring practices changing to them only hiring people with Bachelors or better so I knew if I wanted to advance I was going to have to get my degree. So I did, at the company's expense I might add. Can't even get an interview. So I am taking my company paid for degree and going else where. If they can't appreciate the knowledge and experience they have under their noses I will find another company who will. I am not looking forward to the change but I don't see any alternative at this point.

Next point: Rockwell is an electronic/software based company. Why are they bringing in people to build this stuff who barely know how to use a plug. You should see the temps they bring in here. Most don't even know how to use a computer. And the starting pay is the same as when I started 20 years ago. (I think there is a clue there somewhere). And while I'm on this subject, why is it that new positions appear out of no where and people are hand picked for these positions without them being posted. But they will post any other new jobs for that position if they come up in the future. This happens quite frequently and is very frustrating for those of us who are trying to get a leg up in the company.

Saturday, January 23, 2010

Wow, sounds like Twinsburg has been going through the same issues as we have in Cambridge (approx 3 years of chaos). Yes, we all know when the chaos began. I really don’t know where senior management is getting their mandate from. If running facilities to the ground, and causing employee morale to be as low as I have ever seen it, then they have done their job. I am sure they will collect their big bonuses for a “job well done”, while the rest of us pull on our rubber boots and trudge on through the cess pool that they have created, and try to catch up through the backlog or work we have, when we were forced to take the unpaid days.

This same senior management actually flew up here so that they could “listen” to the little people. What? Are they deaf? As far as I can tell the money they used could have been better utilized by cancelling those unpaid days. There is now a buzz about “employee engagement”, but it may be too little, too late to be effective.

As far as the blackbelts go, we have some awesome blackbelts, the ones that actually were hired from within the company. They know this place better than anyone, and they know the people. They have their respect and cooperation when they need it. They have no problem when it comes to getting their hands dirty and actually listen to us, the people who do these jobs day in and day out. The ones that were hired from outside, they should have kept them outside. They are so busy gathering information, drawing plots and graphs, impeding people from actually working, and generally getting on people’s nerves. They are more of a hindrance. I bet you they don’t know what we build here. Give our own blackbelts the support they deserve, and send the outsiders back to where they belong, the automotive companies.

Now, a little note to our employees……. you were all at the update meetings. Did any of you notice the chart about facility loading? Did you notice the loading at Katowice and JZE? Our management kindly refrained from mentioning them out loud, but they were there. As much, as I would love to blame management for everything, we are going to have to take some responsibility for our actions. If you’re getting paid for 8 hrs work, then do your best for those 8 hrs. Work with each other, instead of against each other. Remember, there are plenty of people willing to take our jobs. Look around you, that person who stands around pretending to be busy, is more of a threat to our facility than anything else. Don’t sink to their level.

Well, I hope the people reading this, listen. It’s obvious management doesn’t. Just in case anyone in management does actually read this, please don’t treat employees like idiots. We can see through right through most things.

Friday, January 22, 2010

Interesting perceptions regarding TATA? They are much more than a car maker, you should consider what part Honeywell would play in such a takeover as it is Honeywell "TATA" that does most of big H's software. I know Honeywell "own" this division but that was done mainly for convenience and to get around some issues regarding outsourcing.

Honeywell and Rockwell now there is a marriage that makes excellent sense and given their collaborations in the past it might just have a grain of truth about it?

Friday, January 22, 2010

Just what we need, more materials people. The materials people have screwed us up so bad that we’ve gone backwards 8 to 10 yrs, in other words, the stupid ways we have to handle materials now is the mode of operation we dug our way out of 10 yrs ago. Guess who makes the rules on how we operate the manufacturing lines, materials, not operations people. How screwed up is that? Oh, wait, to a black belt its not screwed up, its progress. There are more material handlers than there are productions folks, and we keep hiring more. The hope that the materials group would finally get their chain jerked and reeled in is now going out the window as the new planter manager is going to come in and take sides with what he already knows. He’ll be wearing grey even if its blue.

Thursday, January 21, 2010

I agree with the statement that management is not being told the truth about what has been going on in Twinsburg. Marty does need to go,after all he created this mess. Blackbelts are creating not resolving the problems. Unfortunately the plant manager was listening to much to the blackbelts and not enough to the employees who know the jobs. If the new plant manager coming in continues on the same path he will not last long either.It could be Twinsburgs down fall if he cannot get the plant turned around.

Thursday, January 21, 2010

Twinsburg, be careful for what you wish for before you start singing ‘ding-dong the king is dead’. Plant managers are dispensable as will the next person be, who, by the way comes from GM and has a materials background, not sure if he has any operations/manufacturing experience. Mr. Thomas continues to shove previous automakers and black belts down Twinsburg’s throat

Marty, you are the one who needs to go, if you don’t, ALL of the remaining employees in Twinsburg will also be looking for new jobs when they close the doors for good. You cannot see past the smoke that is being blown past you. Management & black belt leaders are not telling you the truth. You must be delusional if you think that the plant manager was the entire problem. YOU are the problem. I would say you are doing a fine job blowing smoke past Mr. Eisenbrown...

Thursday, January 21, 2010

Big news out of the Twinsburg facility today. After about 3 years of total chaos, the Plant Manager was let go today and walked out. Thank-you upper management for the move. Are the black belts next? Will the next Plant manager listen to the employees so we can turn this plant back around and make it productive again and a good place to work? Will the mandatory overtime that is being demanded come to an end? Lots of people smiling today and that was great to see.

Thursday, January 21, 2010 - To "crystal clear":

If Tata acquire RA, it would not be like Siemens selling to Mercedes and BMW at the same time. It would be like Siemens and Mercedes being one company -- Siemens being a competitor to BMW, not just a subsupplier. And in this busines you are not just "selling to", but "making projects together with" which is quite intimate. It would mean that BMW accept to give intimate information to Mercedes, to be dependant on Mercedes, and to pay good money to Mercedes. Unthinkable.

Tuesday, January 19, 2010

Everyone in RA, like many companies, works at home after hours. Why should only sales be reimbursed for home internet? Also, would you not make customer calls in the day and CRM/emails at night anyway, so you can maximize your pay regardless. Or are you not selling, just taking orders?

Monday, January 18, 2010

So let me get this crystal clear; Siemens sells products and systems to Mercedes so BMW will never use Siemens huh ? I say again: Rubbish!

Sunday, January 17, 2010

The problem at Rockwell Automation is the over-the-hill executive Management staff that has been there forever. Somehow these guys are immune to change at RA. If Keith was smart he would clean house.

Thursday, January 14, 2010

I have been following this Blog on and off for probably 10 years. The one thing that seems to be constant is the rumor that RA will be sold. The only change seems to be who is going to buy RA this year. Without much thought, I seem to remember Eaton, ABB, Siemens, Tyco, Emerson, GE all about to purchase RA. I'm sure I'm missing 4 or 5 others. The bottom line is that while it is fun to listen and spread rumors, the reality is that we just don't know. Having been here over 20 years, if it happens, I'd be shocked. However, stranger things have happened.

Thursday, January 14, 2010

To the person who thinks Tata is just a car maker - I guess you also think GE only makes light bulbs! Look again there, sport. Tata is a very diversified company.

Thursday, January 14, 2010 - To "Rubbish":

May I pile on more? What the writer was referring to was a direct competitor like Tata, who is taking share from Detroit, Europe and Japan and then (if they buy Rockwell) would sell an automation solution into these manufacturers. Maybe this is why Rockwell needs to be sold. Apparently you do not understand market dynamics. Maybe Keith Nosbush should do his job, find a way out of the mess RA is in and stop writing about blogs he doesn't understand.

Wednesday, January 13, 2010 - In response to "What a lot of old rubbish!":

I wrote the post that you responded to. I work in a company that supply machinery to the automobile industry. So I can tell you that I know everything about gaining access to the production facilities of the automobile industry. In short, if you come from a direct competitor, you are persona non grata. Not so surprising really. The automobile industry is still enormously important for the automation suppliers.

Wednesday, January 13, 2010

What a lot of old rubbish! RA has been supplying equipment and services to multiple major auto manufacturers for years. Whenever RA impliments a system they gain significant knowldge about the process. If they then do a similair system for a competitor it doesnt stop them winning further business with the original customer. Also, the auto manufacturers, while still important, are no longer the be-all and end-all in terms of the automation market. Get real!

Monday, January 11, 2010 - In response to the speculations that Tata might acquire RA:

I have resisted it so far, but I have to respond to this. That a major car manufacturer purchase RA, would be a catastrophe for RA. It can look as an advantage at first, for RA to use Tata's plants as a safe place for both developments and an assured income. Problem is: Every other car manufacturer will shut the doors on RA. No car manufacturer will allow a competitor inside his plants to have a close look at their manufacturing facilities. With the importance of the car industry for any automation vendor, it would be the death-blow to RA.

Friday, January 8, 2010

Rockwell would be a very good fit for Tata Industries on a number of fronts. Internal applications for Rockwell technology in Tata's diverse industrial operations, a large services opportunity for TCS, and of course the Rockwell business itself, which has good upside potential in the emerging markets with the right leadership.

Thursday, January 7, 2010

I find it interesting about the discussion on a company in India purchasing RA. Maybe Mr. TATA will buy them - they certainly have enough mfg to capitalize on RA. Someone will buy RA and it appears it will happen in 2010. This will certainly cause some significant changes whatever happens. Hang on to your seats and enjoy the ride...

Tuesday, January 5, 2010

I work for Inaco & I think it is all good. The company has a diciplined sales process which is not everybody's cup of tea, hence those who cannot perform should not whine - just leave.

Monday, January 4, 2010

Interesting comparsion. Better Buy: Rockwell Collins or Rockwell Automation?

http://msn.fool.com/investing/general/2009/12/23/better-buy-col-or-rok.aspx?logvisit=y&source=eedmsnlnk0010001&published=2009-12-23

Sunday, January 3, 2010

I read this weblog with interest and chuckle. The truth be told, the parallels between RA and several of the other struggling controls companies (Invensys) are laughable. A total lack of direction and motivation, draconion micro-management of misunderstood metrics, RA lacks the realization that an opportunity is passing them by.

Have you read the article that is online called "15 Signs Your Workplace is Dysfunctional" (weblink below). Read it and post your results. RA is just another poorly managed disorganization which will be absorbed by some one with a vision (hopefully). As it is right now, the tires will spin with no rubber hitting the road!

Changes can come from the bottom up - so quit whining and start fighting back. For those of you at RA with a entrepreneurial vision, there will be lots of opportunity in the coming year. And for those who have forgotton what "entrepreneurial" noun means:

1. A person who organizes and manages any enterprise, esp. a business, usually with considerable initiative and risk.
2. An employer of productive labor. –verb (used with object)
3. To deal with or initiate as an entrepreneur. –verb (used without object)
4. To act as an entrepreneur.

15 Signs Your Workplace is Dysfunctional

Saturday, January 2, 2010 - Re - Friday December 18 entry - "Just so everyone understands the condo talk in Cambridge"

You spoke to the wrong developer.

Friday, January 1, 2010

Rockwell leases many buildings now; they used to own them. But, who do you think the group is that now runs these leases? Our building is leased - by whom?

Thursday, December 31, 2009

GE, ABB, Emerson? I don't think so. Three other options, logic seems to be a venture capital group out of India. RA has moved engineering and support to India, and that's where the growth is (E&A). Omron is another option, RA already has ties with them in product development. Or Samsung, the OEMax line sold outside of the US is mostly (all) Samsung hardware. The soon to be announced new line of RA uLogix is Samsung hardware. All the blogs are old school thinking, this is a new world. Any of these three options could take the current hardware, add a DCS? solution and capture Asia & Europe. Note, don't forget China, someone there could be the needle in the haystack, waiting to spring into action.

Tuesday, December 29, 2009

Being acquired is a natural path for Rockwell. Unfortunately RA becomes a small player surrounded by 2 or 3 digit U$ Billion energy / process control conglomerates. Also let’s remember that Rockwell is one of less capable players in terms of power distribution and energy management (that today is becoming more tied to process control); GE will complement this gap.

Sunday, December 27, 2009 <> It is no coincidence that GE ended it's joint venture with Fanuc. Why would GE decide to essentially get out of the Automation business? Because they will be in it big time when they buy Rockwell.

Wednesday, December 23, 2009

Who's the idiot who supposedly talked with the developer (see Friday December 18 entry - "Just so everyone understands the condo talk in Cambridge, here it is. I spoke with the developer of the site..."? Like the following entry says, the land and building are leased by Rockwell not owned by them! Lease is finished sometime in 2010 but I believe that Rockwell has the option to continue the lease (not 100% sure). Rather then telling blantant lies and trying to get a rise out of people, why not check your facts before you speak or in this case post an entry?

Wednesday, December 23, 2009

Happy Holidays, all the best in New Year!

Wednesday, December 23, 2009

To the Flex Office Guy The rationale is simple, Broadband is now like your utility supply. The company doesnt pay that, so why should it pay for a utility like broadband? And you can use it at the same time your wife watches TV, so your rationale is flawed. Next you will want us to pay for your dinner because you speak during eating. Hey and by the way, look at that new shiny blackberry we bought you....

Monday, December 21, 2009

First it was ABB, then Emerson, now GE I think the closer anyone gets to this imploding company the faster they run.

Monday, December 21, 2009

If GE buys Rockwell there will be a huge number of casualties, and guess what? It won't be GE employees. Worst hit parts of Rockwell will be countries where there is a larger sales force comprised of account managers and specialists. Distribution will also be cut. In spite of all this, industry is beginning to recover, and companies are looking to hire people now so they are prepared for the upturn one year from now.

Sunday, December 20, 2009

If Immelt is really interested in boosting GE stock price, he should look at the technique used by ITT when it was huge conglomerate. Rand Araskog separated the divisions, gave them their own stock. No one analyst could really figure out what the stock was worth due to the size of ITT. By separating the divisions out, and giving them their own stock and ticker, it became obvious what the value was. The effective stock value rose from $35 to over $200.

Sunday, December 20, 2009

So Rockwell has decided not to reimburse sales employees for flex office expenses? I am not sure who did the cost VS benefit analysis on this one, but I for one would like to thank whomever is responsible for this policy. More specifically, my wife would like to thank this person as she was sick and tired of the time spent after hours responding to customer emails, doing PADRs, CRM reports, etc...in lieu of doing these things during the day when customer visits seem to make more sense.

It would seem to me that the "personal time" spent after hours and during vacation responding to customer emails would more than justify the ROI for this "perk" in a given month. I would like to think that this policy was implemented to fix some of the work life balance issues that are so prevelant within much of the sales organization. However, I am sure the reasons for this policy where purely financial. Does anyone in management think for a minute that time spent working after hours at home, in a given month would not more than cover the cost of home internet?

Friday, December 18, 2009

If Rockwell is taken over, or takes over another company, it won't be a "rescue". (Sometimes, David does buy Goliath, because the owner of Golaith doesn't want that product line anymore.) It will be slash-and-burn the similiar business lines, co-mingle them, to get rid of excess and un-needed headcount. If the take over is an expansion of product line to gain market spread (not market share), then there will be less slash-and-burn at the mid levels.

I hope everyone who thinks they might be affected has gotten additional training in other skills. Consolidation take-overs and industry consolidations leave little room to save the careers of those affected. And with China, Poland, India, Brazil, and Mexico in the mix, it becomes even bleaker. Except for the share holders and those who get real bonuses.

Friday, December 18, 2009

Rockwell does not own the building in Cambridge, they lease it.

Friday, December 18, 2009

Just so everyone understands the condo talk in Cambridge, here it is. I spoke with the developer of the sit and yes there is great interest in purchasing that land where Rockwell sits so interesting that devloper is putting together a large offer to present to Rockwell Automation.

Thursday, December 17, 2009

We don't need to be "rescued" by GE. As for the GE "Change" train - we've been constantly changing. Everything we do is based on numbers - if it's not the numbers of orders that are released on time, it's the number of jobs stood in one day, it's the number of orders processed in any one work center to the number of orders we ship on a daily basis.

The GE train is just trying to get away from it's own mistakes in the financial area so they thought they'd go to the industrial area. Seems to me they're not too sure of what they're doing.

Thursday, December 17, 2009

I believe the writing is on the wall at the facility in Richland Center too. Do some research and you will find over 40 job openings for the plant in Monterrey Mexico within the last few weeks. (Managers, supervisors, pca’s, quality and test positions, mech eng's etc etc.)

Would like to hear some feedback from the other RA plants that have seen production levels drop or plant closings. I feel bad for anyone who lost jobs to Mexico. We are down over 300 workers from where we were a year ago (lots of hard working hourly workers and office types) Keith's vision of "making the world more productive and improve the quality of life for everyone" I wonder what the folks who are out of a job think of this!

Wednesday, December 16, 2009

That light coming at you Rockwell guys is not some one coming to rescue you. It is a speeding (GE) locomotive called Change. Get on it, or be under it! Work, cause where this train is heading there are no under-performing people.

Tuesday, December 15, 2009

GE purchasing Rockwell... does that make sense? Are there enough aligned businesses in GE and Rockwell to allow for consolidations and elimination of Parallel activities? Will the combination of the two be greater than the sum? I'm asking because I don't know.

As far as the execs hanging on and cutting deep to gain some bonus on the other end, thats what Wall Street wants. Stocks don't gain for doing the right things; they gain for being seen as sexy and or on the move. And these potential bonuses are just for that - making it move.

Besides, how many former GE execs are working at Rockwell? I know of 5 without thinking really hard. Its A SMOKING time to be in the executive suites, that's for sure.

Tuesday, December 15, 2009

Protect Jobs? Sending 2000 jobs to Monterrey is protecting jobs? Closing multiple US sites and downsizing the remanents is protecting jobs? What line of leafy material are you smoking? Those "bonuses" have nothing to do with protecting jobs or improving customer service. They are all about getting the stock price up, even if it takes gutting the US operations to do it.

Tuesday, December 15, 2009

General Electric Co. is sending plenty of signals that it's on the deal war path for industrial companies. Industrial analyst Steve Tusa at JP Morgan says Rockwell Automation could be a prime target for GE.

Mr. Tusa made the case in a note Monday that GE will make a $60 per share offer of roughly $8.5 billion play for Rockwell Automation Inc. Rockwell’s stock price jumped 3.6% to a new 52-week high of $48.12 on Monday on the idea.

In the past year, GE executives have mentioned Rockwell as a company they would like to own. The case grows stronger as GE chief executive Jeff Immelt has spoken more and more emphatically about GE focusing on growing manufacturing and industrial businesses instead of financial businesses.

Here is the link:

Is GE Eyeing a Bid For Rockwell Automation?

Tuesday, December 15, 2009 - To the happy positive blogger:

GE agrees with you: Rockwell’s stock price just jumped 3.6% to a new 52-week high of $48.12 on Monday due the idea to be acquired by GE. GE will make a $60 per share offer of roughly $8.5 billion play for Rockwell Automation Inc.

Tuesday, December 15, 2009

You all better stop spending time here blogging and improve your job performance. WSJ and JP Morgan speculating on GE purchase of Rockwell. With their penchant for forced ranking (it will be you bloggers) and geeting rid of all but gems in the portfolio, (there are none left) you all better be looking for ways to shine or ways to depart. Hope for a non-suitor or get some flexibility for when it comes time to grab the ankles.

Tuesday, December 15, 2009

These aren't bonuses. They are part of normal comp, and were probably granted years ago. You ought to be grateful that these folks burn the midnight-oil to protect jobs and provide a fantastic work environment. Stop being so negative, probably because these types of job may be beyond your reach.

Monday, December 14, 2009

No Bonuses? What do you call this then?

http://finance.yahoo.com/q/it?s=ROK

9-Dec-09 EISENBROWN STEVEN A
Officer 2,900 Direct Acquisition (Non Open Market) at $0 per share.

9-Dec-09 NOSBUSCH KEITH D
Officer 10,100 Direct Acquisition (Non Open Market) at $0 per share.

Monday, December 14, 2009 - Re: Huge news for ROK Cambridge:

Not sure where he got his information from but the land is zoned for commercial. Everyone knows what is being built there, it's no secret. Just another disgrunted union follower I guess, trying to spread rumours.

Monday, December 14, 2009

Merry Christmas to all you negative bloggers. The reality is that Rockwell is doing OK, taking share, making money and as a result its shareholders are benefitting and to the most part its employees are secure. And before you beef about senior management, just think who took a bath with no bonuses or pay raises. Rockwell Automation the Pride of Global Automation.

Saturday, December 12, 2009

Well, everything is possible, right? Is it a big deal to build the Test facility in Mexico? (Did they do it in China?) At the end, It is what it is.

We all hope that this info about condo-building is wrong, but... First time shut-down for Christmas, first time no bonus, stil no info about "Annual Dance", first time in Mexico?

Saturday, December 12, 2009 - Question for Dec 11 -- "No Plant in Cambridge":

How do you figure that one?

1. Turnover in Mexico is at a rate of 4% a month
2. Mexico cannot manufacture the specialized bus needed for MV Drives
3. No testing facility in Mexico

Friday, December 11, 2009

December 10, 2009 BAS-Merrill Lynch Conference, Presented by Kieth Nosbush.
Fiscal 09 Sales $4.3B, 50% outside of US.
2010 EPS -2% to -9%
Today's Focus: China, India, SE Asia, Latin America, emerging EMEA
Importance of emerging markets: Growth rates 50% higher than in developed economies.

Bottom Line: US manufacturing is on the decline, 30% of GNP 10 years ago, 20% now (before 2009). Keith talks about the importance of the survival of US manufacturing but is moving RA manufacturing out of the US. In his defense, our elected politicians supported free trade, allowing imports with no restrictions while the rest of the world protect their manufacturing.

Kieth is looking out for the stockholders, that's his job. I don't like it, but until our elected officials do something to save manufacturing jobs in the US we'll be all be working in government sponsored health care or flipping burgers.

As far as a buyer goes I've heard the rumors for 2+ years. The ONLY product they have worth buying is Logix. The new line of controllers coming out are the Samsung NX series of controllers from RA/Samsung. Software is in a state of confusion/transition, EOI (PV+ & PC's) unreliable, safety controllers (other than Logix) Omron & others, just re-branded. Don't look for a buyer, nothing worth buying.

In the US they are hanging on to a dying market, Seimens doesn't even care about the US market anymore, all the growth is in Asia/Pacific. RA will survive as a global player for awhile as re-sellers; but in the end will fold like a card table, no legs to stand on.

Friday, December 11, 2009

Huge news for Rockwell Cambridge: 2013 - NO PLANT WILL EXIST.

Just saw plans for the NEW "facility" across the street from the Dundas plant, or what used to be the Dundas plant. Gone, and replaced with a nice Condo unit...interesting! The center of MVD excellence? More like the center of non-existence!

Wednesday, December 2, 2009

All that glittera is not gold. The gem that Allen-Bradley once was is now a facade. The factory is an expensive warehouse. Vision 2000 beat us up for being vertically integrated. A million square feet of what? I'm sure the sales network is more valuable than the once iconic Milwaukee campus. Manufacturing expertise and quality, a humble beginning now means nothing to greedy CEO(s) and such.

Wednesday, December 2, 2009 - Re - NHP's (Aus NZ) priority is to their customers not to Rockwell:

Why would NHP risk losing a customer by making them wait 6-8 weeks for a part from the U.S when they can sell a better priced product which is pretty much available straight off the shelf. Go for the competition. So it's not a Rockwell product. Customer doesn't mind and NHP doesn't care, so long as the money's coming in from somewhere!

Tuesday, December 1, 2009

If Rockwell is being bought, perhaps they will see the gem that is Allen Bradley and provide better management.

It's about time that higher management gets "released" - they're the one's causing a lot of the issues by making decisions that do not help the business but continues to harm it.

Tuesday, December 1, 2009

Hey folks, you’re getting bought. Tremendous down-sizing continues to occur, while the CEO has told the world that the industry has bottom out? There are few executives being release from management? All this points to the direction that the buying company has told Rockwell Automation Executive Management to get the work force reductions in place before we do the deal, and you will get considerations for further employment or incentives.

Sunday, November 29, 2009

Sell direct? RA has more employees in sales and marketing than in engineering and production. The US economy can't stand all these unemployed blow-hard's out of work. RA is all about margin now, gave up on the market share at any cost model. Direct sales doesn't fit with increased margin. Sure you could save money by workforce reductions in sales and marketing, but the online sales model they have now doesn't work and the delivery and payment still goes through distribution. Eliminate sales/marketing/distribution and RA has to eat the bad debt that the distributors eat now. Ever tried to collect from a contractor? They also have to actually have something in stock to ship. Inventory cost money. Direct sales is not the answer. The answer is treat the customer right, the result will be happy stockholders and employees.

Saturday, November 28, 2009

Rockwell has successfully rebranded Allen Bradley into Rockwell Automation. That is NOT a good thing, RA is NOT AB. The only thing saving RA is the distribution channel. They can't sell direct. The SAP roll-out doesn't even work for distribution, much less direct sales. Distributers have to buy from other distributers just to fill orders. RA doesn't have any stock to ship from. Customers complain all the time about the the reselling of rebranded product, no support, no stock. RA markets all the hype about supply chain and manufacturing efficiency but can't walk the walk. Why can't they use all their own software and integration expertise and deliver? Call RA tech support, the answer is: we'll get back to you once we call the vendor, we don't know how it works either. RA has no support at the district level, they fired everyone. If you want to buy direct and pay for support from India God bless you. That's just what RA is hoping for.

Tuesday, November 24, 2009

The amazing thing is, Rockwell could turn everything back around over night. Customers love the product. Rockwell has gotten over the greatest hurdle for any product manufacturer, BRAND RECOGNITION. They have it. Customers know it & love it. All Rockwell have to do is figure out a way to get it to the customer without upsetting them so much. So, Rockwell, here's what I propose you do: Cut back on advertising, cut back on road shows and 'going on the road' annoyances. Fix your distribution problem by... OK, here's where I get stuck - I have no idea how you're going to do that bit... Hmmm, I know - SELL DIRECT!

Sunday, November 22, 2009

Rockwell still has problems getting parts. It is done internally. Why don't they contract this out? Or at least try it. Who knows, it might work. They have spent a fortune trying different strategies on getting parts in, but we still have problems. This makes it hard to run a production factory, which leads to not getting orders out to our customers-who are our bread and butter. Sales are trying to do their job. Does anyone have the answer? SAP turning on in 2010.

Thursday, November 19, 2009

All the marketing hype, territory reassignments, product launches and other noise doesn't mean a thing when you CAN'T SHIP PRODUCT. The combination of the SAP roll-out and the move to off-shore production has left the US market with missed/unknown product ship dates. We are given a date, when that passes we are given another date when we are to receive our orders, when that comes and goes we HAVE to go somewhere else. Guess what, your product is not that much better, even thou we usually have to pay more for RA "quality"? You can have the best product (even though the quality has also slipped), the best story, the best sales force, and the best distribution but if you can't deliver product on time you can't keep customers. RA management have come to visit and told us this was a short term hiccup but delivery just gets worse.

Thursday, November 19, 2009

Don't think the person who thinks he knows Rockwell Australia numbers either knows, or is prone to telling the truth. If he can prove his statement, maybe we at Rockwell Australia will give him a big check as a reward. Needless to say, it's easy to make claims without having to identify yourself; he should be careful as he is making them in a public forum and may be forced to tell the truth. So for the sake of a useful blog, lets keep to the facts ,the truth and be ethical. That is how we all learn.

Wednesday, November 18, 2009

New Zealand wasn't broken either Rockwell, but now you've really messed it up! Get rid of NHP before they take you all the way down. This is a total disaster. Rockwell, are you listening?

Wednesday, November 18, 2009

Have you seen the latest on the NHP website? They (NHP) proudly spout that they were featured on the "7.30 Report" on the ABC. Well, apart from about five seconds of film showing NHP Teresaki circuit breakers, there was absolutely no mention of NHP. Maybe the point is that the close-up shot of these circuit breakers were the big deal. Hmm, wait a sec, I thought NHP were the Allen Bradley distributors (in part) here in Australia. How come NHP can promote Teresaki breakers when they are contracted to sell Allen Bradley? As an earlier blogger suggests - the tail wagging the dog? - absolutely.

Tuesday, November 17, 2009

FY10 from Keith and leadership team - one time contribution to U.S. Salary 401K accounts is scheduled for Dec. 2, 2009. (on payroll Sept.30, 2009). The contribution will be equal to 1.69 percent of your annual eligible earnings as of Sept 25, 2009.(plus any overtime paid to you from Jan 1,2009 through Sept 30,2009.) We are able to do so because we have experienced some stabilization in the markets and in our fourth quarter of 2009 revenues, specifically in our product business. No mention of a wage increase until Dec. 2009.( for 2010).

Tuesday, November 17, 2009

Rockwell, can you hear us? We are your customers from Australia. Can you hear us? If so, do us all a favour. Get rid of NHP and Inaco and put it back the way it was! It wasn't broken - why did you fix it?

Monday, November 16, 2009

I work at the Dundas facility on the shop floor. There are a few things that concern me after sitting here and thinking about things. First thing: Last year we waited till December until we found out we had major cuts to our benefit package. When do we find out this Year? We will never get these cuts back; but the company will rebound and be in better shape on the other side.

The other thing that made me think of is the consolidation of dept. 15 and 17. If you remember, we had a vote earlier in the year about whether we wanted dept seniority or plant wide seniority for posting for jobs. It has been a while, but obviously this shows that the company did not like the outcome of this vote. Why else would they combine the two largest departments? This is almost as hilarious as this skill-set nonsense. They want to choose who goes where.

I wonder how much money this CI group got for capture the moment. I think there are a lot of backroom discussions on how to take from us without us knowing. They think we are stupid; sign that card before we lose all of our bargaining power!

Monday, November 16, 2009

Well, Rockwell's Australia is the leading light for the Asia pacific region. Complete nonsense! Rockwell's sales are down $40 million AUS. Inaco and NHP are down $20 mill each, so how much damage have they really done to their market. Customers are leaving them in droves, and if it wasn't for the work that was done by the original Rockwell Distributors for Australia, their markets would be insignificant. NHP and Rockwell are consistently fighting and are not teaming to help customers, as in the past. Is it the tail wagging the dog? Yes, yes and Yes. The only winner is Schneider. They are sitting back saying, "Keep on fighting" while taking market share from Rockwell. Ethics, integrity some of the key words from the past, something that was part of Rockwell. Not any more.

Sunday, November 15, 2009 - Responding to employee who worked for Inaco Australia:

I too worked for that company. I thought I had a career at that place; I thought I had a chance to make a real difference - to begin with. BUT, working for those report-hungry micromanagers was a lesson in military school. I agree with the other post: terrible company to work for. Rockwell sells itself in Australia; you don't need to flog the sales staff to sell this. You need to have a better support structure in place. You need to listen to your customers, carry ample stock, pay your staff well, employ more internals, make sure the internals say HELLO to the customers with a happy tone. When the place runs well without even having one sales rep on the road, that is the time to look to the external sales force for growth. A message to Inaco: Just ask the customers this one question: "Do you like us?" A well oiled organisation can ask that question without hesitation.

Sunday, November 15, 2009

The Rockwell Automation Fair went well, of course , but let's see customers spend money and place many $ orders. No doubt we can talk a good talk, but can we deliver a good, safe, quality product on time for the customer. Sustainability will prevail if we can do this. 2010 will be the revelation.

Friday, November 13, 2009

All the buzz was positive at Automation Fair and I certainly saw more optimism. There was a lot of positive press about Asia and very much so about Australia leading the Global growth chart this year. I guess some of the earlier weblog commentators got it pretty wrong. Anyway great fair and my vote goes to Rockwell and thats all that counts to me.

Thursday, November 12, 2009

As far as China goes, Rockwell needs to give all of the 2500 orders to China and Poland to do. Richland Center has all the bugs worked out of them, so they should be no problems with getting them out. At RC there are no defects or rework or engineered problems. What a great opportunity for China, if Keith would give them the work, which also would be cheaper. Brazil also does a great job on 2500.

Thursday, November 12, 2009 - from attendee at Rockwell Automation Fair:

Rockwell's automation fair another huge success. It's process users group rivaled most of its competitors. Keith has done a lot of behind-the-scenes work integrating the company. I have really seen that come together over the past three years. This is not only technology, but also attitudes, terminology and vision. I didn't know if they could do it, but there are many positive signs. Lots of challenges remain. Success in China and the rest of Asia is still far off - an essential component of its future success. But they're working on it.

Wednesday, November 11, 2009

The question arises: Rockwell operations are now run by former GE personnel. Is the same model used at GE the correct model for Rockwell? I have no idea if the sales and marketing are GE related, but I do know that Operations is being run by former GE folks. Thoughts?

Wednesday, November 11, 2009

Why is Rockwell spending so much time and money on Factorytalk, SAP etc. ? What was wrong with the old systems? 2010 they want everyone from sales to the factory floor and out to the customer to buy into Factorytalk. Why? What happens if it crashes, or does not work, or costs to much, or losea business? What if we fail? Is anyone else out there using Factory talk? How is it working? I get the impression that one size fits all.

It seems one thing is for sure: it guarantees overtime. Just come to Richland Center and check the basement amat production area. 10 hr days, Sat and Sun, two shifts. The Plant Mgr calls it high level of company stuff. Charts are set up for standard, simple, plain, low dollar amounts) orders. What do you do when you have complex eng. orders?

Wednesday, November 11, 2009

Rumor is that the next set of Allen-Bradley digital I/O cards will be reduced from 16 points to 14 points, as part of a cost saving measure. Customers who use :14 and :15 bits in their applications will be shocked to find that they do not work with the new hardware.

Monday, November 9, 2009

I work at the Richland Center factory where we have laid off 300 people and have had contiuos overtime throughout the last 4 months, and we were told this will last for at least the rest of this year. Does anyone else see anything wrong with this picture? Leaves one to beleive that the current management team at RA in RC don't have clue on how to manage. During the last layoff in OCT. 09 we never missed a day overtime.

Thursday, November 5, 2009

Another day at the Rock comes and goes, rumors are rampant. The truth escapes the employees. Manufacturing in Milwaukee is dead - almost gone completely. No signs of life whatsoever. Plant manager or any management "No clue". They couldn't build a widget if their life depended on it. Firm up the shareholder support? Go to the Automation Fair. So sad.

Thursday, November 5, 2009

I've left Inaco (distributor for Rockwell - Sydney & Brisbane, Australia) probably the world's worst company anyone would want to join. So, for me to say this is pretty big (as I no longer have anything to do with Rockwell). But, I gotta say, all this mudslinging towards Rockwell makes me think that there's some "bee in the bonnet" on this website about this company. From what I could tell, Rockwell have some huge strengths. Why continue to say "it's all over"?

Wednesday, November 4, 2009

Lots of strong news coming out of Rockwell about them being sold.

• Coincidence: ABB moving their Control Division from Texas to New Berlin, just outside Milwaukee?
• Siemens AG cutting funding to Siemens USA to make a big purchase?
• Worlds seem to be aligning and possible colliding for the possible break-up of Rockwell Automation.
• Rockwell Stock at a 2yr high in a down market?

Thursday, October 29, 2009

Rockwell Software has what they call Regional Information Managers, Software Solution Managers or some other hyped up title in charge of rallying the RA sales guys & distribution troops to sell the Pavilion, Inquity and Datasweep products. Mostly they send out emails looking for leads and pushing product features internally. My guess is if someone bought RSI, or they were spun-off, they would end up with these products and this highly skilled(?) salesforce. The real money is in the integration services, not the software. Dell and Xerox have recently bought companies that specialize in delivering end-to-end integration. The problem with RA is they have shed the integration arm of these formerly strong software companies to appease the shareholders in these tough times. They have to subcontract the integration to "partners" who have no clue how it should work. Another "growth by acquisition" strategy that has failed.

Tuesday, October 27, 2009

IT IS WHAT IT IS...

RA Cambridge now has released a successull burn down plan to catch up on the back log of MV drives. All the tools were put in place and now there will be FOCUS on better production. It can be done. It was done. It will be done.

Last time there were 75 drives done. The only differences then were another full shift, 40 manpower employees, unlimited overtime, and a much better working environment. It is what it is, though. We will succeed.

Tuesday, October 27, 2009

Don't read into this more than you should. Rockwell Software has no independent channel, so it is essentially valueless/dead outside of the Rockwell umbrella. Or, if it were to be sold off, it would be at a fraction of what Rockwell paid for the pieces and parts. Also, many of the execs at Rockwell Software are actively looking for new opportunities as they see the writing on the wall.

Sunday, October 25, 2009

So are the former RSI products like FactoryTalk View, AssetCentre, RSSQL & Metrics part of the Architecture and Software Business within AB and not part of RSI anymore?

Friday, October 23, 2009

Rockwell Software has officially decided to move its headquarters to Austin, Texas from Milwaukee, Wisconsin. When Ralph Carter (President of Pavilion Technology which was an acquisiton) took over for Keven Roach (who left the company) he refused to relocate to Milwaukee from Austin. Since then, there has been several reorganizations within the Architecture and Software business which effectively pared down the size of Rockwell Software to include just the acquired companies of Pavilion, Inquity and Datasweep. The rest of the software business moved into another organization.

As of last week, the announcement came out that the Rockwell Software headquarters would move to Austin and that a few of the Milwaukee based folks would be offered a relocation package to move to Austin and the remainder would be let go in February 2010. Several of the folks offered relocation turned it down so they are now scheduled to be in the group to be let go in Feb. unless they can find a new home in Rockwell before then.

It sure seems that there is a possibility that Rockwell Automation is setting this up either to sell or spin the group off in the near future. The return on the acquisitions has not materialized as expected. The charter for the acquisition was to let them run as independently as possible and see if they can mount a pile of revenue using the distribution channel of Rockwell Automation. Well, the results may just be coming in and the management of Rockwell Automation is not impressed.

It just goes to show that talking about a good plan, but leaving it up to the acquisitions to execute it, does not work either. It looks like another acquisition plan gone wrong at Rockwell Automation. Time will tell.

Wednesday, October 21, 2009 - JOBS:

Rockwell is looking for Production Supervisor and Quality Manager. Quality manager is on Rockwell web posted; Production Supervisor is not. Both are salary jobs career band.

Production Supervisor: Associate degree in supervisory management, electronics, materials management or related field. 4 years degree in industrial engineering, industrial technology or electrical engineering highly desirable.
Experience Requirements: Previous supervisory/engineering experience desirable with degree, or four years experience in supervision/engineering or similar position in lieu of an associate degree.

Rockwell has someone in mind in the plant; for some reason this job is not posted outside of the plant? Why? Times are slow in a tough economy and we are still hiring management? If interested, apply at Richland center. A lot of people are looking for jobs.

Monday, October 19, 2009 - Why would anyone want to buy this company?

ABB would have to be careful of AB/Rockwell pension dollar amount. Next year the 2010 club members retire; this was when Uncle Rock drew a line in the sand for - those certain group of people who are included in the severancve package deal.(dec31,2005) early retirement - they could save money if they cut it short.

Monday, October 19, 2009 - Ref to the film "the corporation":

Compelling and truthful. I left this company after many years of the Corporate people turning a blind eye to everything, and talking out of the sides of their mouths. In ref to the environmental fines of paying out the millions, this was very hush-hush throughout the company and we could not talk about this among ourselves.

Corporations have an allegance to profits and shareholders, not to their workers or to our country. "Globalization" prevents our government from enforcing laws on those corporations.

Friday, October 16, 2009

Everyone should watch "The Corporation" video from the Oct.15th posting. If you think RA is bad, wait until you watch this. A company actually bought the water rights in Bolivia and it was illegal for the population to collect rainwater to drink, it was legally owned by the corporation who bought the rights. Learn how corporations and governments think and work.

Thursday, October 15, 2009

At Richland Center warmups in the morning, our supervisor told us we have a 80% part shortages. You wonder how something like this could happen, and why do they make charts and graphs on this problem. They have been doing lean activities and 5s and SAP to make us a better-run fine-tuned company. But if you can't get parts in here on time for customer's orders, then what are we doing here? Every month the amount to ship-out is getting less and less. This month they want 5.8 mil. We will have to slam it out in the last two weeks of the month, maybe. I can remember when buyer planners were in Milwaukee and they moved it to Richland Center because it is cheaper and supposed to make parts problems disappear. But guess what? Nothing has changed. 3/4 of our parts are made in Mexico. They package them up and send them to Richland Center. We assemble them at RC into a motor control center.

Oh, this is not the first time an order was supposed to be built in RC and was built in Tecate. Customers have come to RC to witness test, or inspect orders that were built at Tecate. I find it interesting that some of the help go to Tecate to inspect there work, the person in Tecate has been in test and inspection longer than the person they are sending. Hmmm... interesting. It looks like if customers are willing to go to Tecate and buy from Tecate, there should be no problem.

Rockwell wants more customers to believe in their product, no matter where it is made. Lets see how this witnessed-test works out again for the customer....

Thursday, October 15, 2009

For those who are interested, there's some information out there that may help you understand why corporations behave the way they do. A good book would be "The Corporation: The Pathological Pursuit of Profit and Power" by Joel Bakan. Joel is a Law Professor and gives a good history of corporations and how they've evolved. The books is available on Amazon.com. Here is the link:

The Corporation: The Pathological Pursuit of Profit and Power, by Joel Bakan

A good movie based on the book is also available to watch on Google video. You can watch it for free; same title. Here's the link:

Video - The Corporation

As a previous blogger had said, some have left because of their morals and personal integrity. If anything, seeing information available out there can at least give you some assurance that it's not only you that feel this way.

The sad thing is that some think that if you don't agree with the corporate way of thinking, there must be something wrong with you. That's dangerous because it implies pathological thinking is the norm.

Thursday, October 15, 2009

The problem is that Don Davis and Keith Nosbusch see their actions as good business practices. Nosbusch's income in 2008 was $5.22 Million; $2.45 Million of that was in stock gains; $1.10 Million was bonus. Yet they have to charge employees 25 cents for a Styrofoam cup. Their focus is that the value of the stock is the product. That's where the attention is.

Over time, it works like a pyramid scheme in that things look OK for a period of time. Then it all starts to fall apart. The real growth only comes through an increase in sales, retaining customers, valuing employees. And all of that is contingent on having a good product in the first place.

It doesn't appear as if they care, particularly if they intend to sell. It's a cash cow for them personally, as opposed to real leadership to steer the company in the right direction. It's become the norm, and it rots the country from the inside. The real integrity is long gone. This isn't the only company who's slid down that path.

I guess what I'm saying is that the thinking is wrong, and when your thinking is wrong, but you think it's right, it's almost a lost cause. Like the alcoholic who's in denial, until he realizes that, things won't change.

Thursday, October 15, 2009 - referring to Oct 14, "MCC built in Tecate even though the Customer expressed "must be built in RC":

This is due to too MANY yes people that will not take a stand. We are curious to know if the new person transferring orders challenged the transfer request to Tecate and "stood on the desk of his boss or bosses boss" and questioned the decision. I know the previous person would have not only questioned it, but would have put it in writing disagreeing with the decision.

Thursday, October 15, 2009 - ref the Oct 10 input:

Rockwell RC has laid off over 300 employess (public info on local radio earlier this week) reasons given art the "economy".

For those that work there, or other companies if they do not agree with production work in Mexico, China, Brazil or other countries, the only advice is: don't work for a company that takes any production away from their American workers. I personally know of individuals that have either quit or retired, that quietly chose to do this. And I know that this has an impact to their income. But they chose their morals on the principles of right conduct, rather than on legalities or customs of the company they worked for.

The CEO's of many large companies are answering to their shareholders that usually have so much money they don't know what to do with it and are not thinking of the American workers.

If a CEO cashed in $10.1m before the September 2008 market downfall, $3.1m December 2008 in addition to the $5.1m in salary for 2008, in addition to other perks (insurance, vacation, travel) - but the employees had no cost adjustment, no match to 401k, and had to give up "x" days a year without pay in addition to other losses, what does this say about a CEO of any company?

The earnings of companies and their executives is generally public info and can be found on several public websites or company profile and earnings sites.

Wednesday, October 14, 2009

The pending sale only makes sense. There are very few products design by Rockwell anymore; a majority of the products in their catalog are brand labeled. The business systems were converted to SAP so they can be assimilated into any modern business. The liberal distribution of "needs improvement" means that 10% of the work-force for years saw no merit increase. Holding wages low for older workers hoping to reach the brass ring of a pension, only to be harassed out the door or laid off to limit their pension liability. Don Davis and Keith Nosbusch should be ashamed of their actions to benefit their own interests above the good of a once great Motor Control Company.

Wednesday, October 14, 2009

The truth came out today about a MCC order that was built in Tecate, even though the customer requested that the order was not to be built in Mexico. Now the customer is very upset and Richland Center is scrambling to send an inspector to Tecate to check for any quality issues.

I can't believe this. So, I guess this phrase "customer satisfaction" is lost on upper management. This is not the first time they tried to get away with this stunt, and it won't be the last. RC has rebuilt a couple of orders within the last couple of months due to the fact that the customer does not want any product coming out of Mexico. I wish I could post some of the customer comments from the field reports that back this info up. Upper management must be turning a blind eye to this or they just don't care. I wonder if some of the other facilities are getting the same feedback?

Tuesday, October 13, 2009

Public information released on our local radio station today stated that over 300 employees have lost their jobs at the Richland Center facility. This means there are 200+ left in the facility.

Keith Nosbusch needs to find another home; he is "complacent" and is only protecting his job for retirement. He has nothing to worry about since when the contracts are negotiated for CEO's, and their contracts protect their families and themselves to the max!

Monday, October 12, 2009

Interesting news from JimPinto's eNews No. 273 - 12 October 2009

For sale:

• Rockwell - whether they like it or not.
• Invensys - whether they like it or not. Their pension planwas under funded, and was a poison-pill for potential buyers.
• Honeywell - the Process Systems Division is likely to be divested by a hungry-for-growth-and-glory CEO Dave Cote.

• ABB - Joe Hogan (ex-GE) would find GE's Automation businesstoo small. He is more likely to be focused on Rockwell. ABB has the cash, and Joe Hogan needs to make a move. A bigger ABB would create a global alternative to Siemens.
• Siemens, the largest industrial company, has never been ableto make a successful acquisition. They'll be in the bidding.
• Schneider - one of the winners during this decade. They couldwant GE's software business to add to Citect. They may also bein the market for DCS player. Invensys would be a good fit and make Schneider a world player in software and Process Control.

(Click)- GE will emerge as next big automation player

Saturday, October 10, 2009

As of now, over 200 hundred workers have lost their jobs since the start of 2009 at the Richland Center facility, to go along with other plant layoffs or closings in North America. Richland Center is a small town of about 5000 and Rockwell is one of the major employers in the surrounding area. Management likes to use the economy as the reason, but when questions are asked if the plants in Mexico are laying off, upper management likes to use the phrase "we are all hurt by the poor economy". This is all lies by Keith NOBsbusch. The truth is that the company has spent millions on the facilities in Mexico to get them up and running and will continue to do so because of the cheap labor and what they have invested in their "globalization vision".

Thursday, October 8, 2009

Does it really surprise anyone that Tecate would reject any product other than their own? 'Course not, they want our jobs. They reject our stuff, but they can't build a handle or a switch to save their life. Don't see us playing those games. There is enough work for everyone -- you keep the standard stuff and we'll keep the engineer stuff.

Thursday, October 8, 2009

So this is how the game is played in Tecate, Mexico: reject all products coming from Cambridge even though there is really nothing wrong with them, and maybe head office will close Cambridge and move all the jobs to Mexico. Boy, it sure is getting harder and harder to care anymore up here. How about permanent layoffs and severance packages now? Lots of us would dance out the door. Cannot afford to just quit, but would accept severance pay and a permanent layoff with a big smile.

Wednesday, October 7, 2009

Nothing going on here in Cambridge yet - only rumours. We'll have to see what happens; everyone is waiting for the ball to drop.

Wednesday, October 7, 2009

So we see Richland has suffered the infamous RIF. What are the other casualties of the further "cost savings"? I've yet to see any postings from Cambridge, Twinsburg or any of the other Rockwell facilities that pop up here regularly.

Wednesday, October 7, 2009

Hi, so here in Cambridge it is October 6 and our fearless leader has not even came to thank us for our efforts at year end. This guy couldn't care less, in fact he does not serve the best interest here in Cambridge. So the petition has gone around to the hourly employees to sign and than be presented to headoffice because if we hear "This is how we do it in Mexico" one more time, then all hell will break out.

So the union was outside the doors again and management wonders why. "If I want a guy in a certain shift I just move them there, thats what we do in Mexico". Guys, we are all adults working here. Please treat us like it and maybe put someone in charge the wants to be here and stay here, not a guy worried about weather.

Down for 6 hours today at work. Why no engineer on off-shifts to approve anything?

Tuesday, October 6, 2009 - in response to weblog, Thursday, October 1, 2009:

The new scheduler that was hired does NOT have a clue. If anyone does not understand the term "wet behind the ears" let me tell you a few. Does chaos, panic and major disorder ring clear since he does not understand when orders need to be adjusted to the proper locations, does not understand updating the systems to inform all when orders are transferred, does not understand mains and internals, CIRCE functions, intricate scheduling and forced entry processes and does not know a 2100 from a 2500, does not communicate to the parties that need to know. We can go on and on to include correct forecasting for all parties. What the heck were they thinking? Or was this another "we will take what is behind door number 3" just to see what they would get? Who ever hired this person should re-examine the qualification issues or maybe this is the "yes" person they needed to support the connection of lost reality! OMG I dread going to work, and can hardly force myself anymore after these years. For my dear co-workers that have retired or were laid off, I wish I were in their shoes, but cannot since my spouse lost a full-time job recently and is working part time for us to struggle on. Be assured though, this is not an office; it is like hell with fluorescent lighting.

Tuesday, October 6, 2009

Actually, the entire executive management team at RA needs to be replaced. How this group has managed to remain in place is beyond comprehension. New fresh blood is desperately needed.

Monday, October 5, 2009

20 years ago it was common practice to bring "in house" as many outside services as possible. It eliminated the logistics problems and gave much more control over the quality of the product. I never, ever understood the whole "outsourcing" idea. What good is buying something in China for $10 if it costs you an additional $15 to process and/or service the purchase? Make it here for $25, or if you're smart, $20. The cheapest is never the best.

Monday, October 5, 2009

I have to agree with the comment from Oct 4. It's time to bring someone in that has vision. We have no vision, no path and no clue in what we're doing. While most large American companys are bringing stuff back to be built in America, we continue to send them overseas. We need someone at the top who can lead us into the next decade. The employees do care about the company and want to see it succeed. Give Keith his parachute and let's move forward.

Sunday, October 4, 2009

It is simple - it's time for Keith Nosbusch to go. He just has it wrong. It's time he gave others a chance to restore this company.

Sunday, October 4, 2009 - from the ex-Intecolor Guy:

Thank you for recognizing how loyal we were to our customers. If I can share a quick story. One customer had a minor problem with his console. (I was a Systems Engineer, I conceptually designed the consoles and quoted them.) Since I had no idea how we designed this particular feature that was presenting the problem, I wanted to see it first hand. I took a trip to this customers site. As I was there, they asked about making a change to the console. (unrelated to the seal problem) It would involve a new door, and charging for it. Long story short, I sketched the new door, customer agreed to pay for the change, and get this...was so impressed that I actually traveled to his site to solve his problem, he ordered an additional 6 consoles..!

Saturday, October 3, 2009 - Energy Saving Campaign:

Why do we have to run every time after Siemens? We don´t have products with regenerative power supplies like Drives and Kinetix. So where´s the value for our customers? Focus and develop on strength, don´t try to copy our competition.

Friday, October 2, 2009

Rockwell Automation's problem is it's past. As Rockwell International, the defense and aerospace giant, they made a living off Government contracts. Oh, sorry about the delays and cost overruns, I'll need some more taxpayer dollars. Rocket failed on launch and destroyed communications satellite, Oops, we can make you another one but it's going to be 25% more. By the way Senator here's a nice campaign contribution, thanks, keep the work coming.

Rockwell Automation's customers and employee's are a dime a dozen, they can afford to loose a few, after all, they grow on tree's don't they? There's an endless supply in this big world. They've already bled the North American customers, it's onward and upward to India and China.

Friday, October 2, 2009 - To the Ex-Intercolor employee:

Here is how Rockwell treated the customers you were loyal to: We had a fairly large installed base of Intecolor PC's. We were having a high rate of failure with one model. I ask our RA salesman if there was a problem with these PC's. He stated he personally spoke with the RA product manager and there no know issues, but we could get still get them repaired (for a cost of course, they were out of warranty). I called someone I knew at Intecolor and was told these units all had a common problem and Intecolor had been fixing them for free before RA bought them. I presented this information to our RA sales guy who was suprised but did do the legwork to get them repaired for us. He was getting the screws put to him just like we were. The product manager just wanted to sell more PC's, to hell with the sales guy, just throw him under the bus and let him deal with the customer. Of course this is the same product manager who tells all the RA salesmen how dependable the VersaViews are. What a company!

Friday, October 2, 2009

It took four people to replace the one person that was let go from Richland Center order processing. Also we are still getting behind, because those four people are not as familar or as fast and precise. Customer's complain that they do not get their orders on time. 2/3 of the orders are being sent to Tecate or Monterrey. Moterrey are a lot of GE guys from their plant. What is happening is out of our hands; they have something called the leadership team that is making decisions, that way you can not blame any one person.

68 hourly people gone soon, with no supervisors or group leader cuts. RA combine some of there product lines, but not at RC yet. 2500 is done in Brazil, China, Poland and still at RC. They are more concerned about 5s and taping the floor and garbage cans, tool boxes etc. SAP should develop some day?

Friday, October 2, 2009 - To the RC comments on 10/2:

The plant manager had no influence on the Milwaukee closing. The closing has been planned and underway for several years. The union environment and cost are the reason's for the closure of Milwaukee. Who else from a salary standpoint was let go in RC?

Friday, October 2, 2009 - To the engineer posting Oct.1:

Rockwell seems to have the mentality that a job, or position, is just some description. The personal attention given to it by an experienced person doesn't seem to enter into their business "model". A perfect example is all the failed acquisitions in the posting before yours. They seem to think you can buy success. The reality is that any organization succeeds or fails as a direct result of the mix of individuals within it. I was a casualty of Intecolor about 12 years ago. We had a very successful company, and like you, I was one of the very few who actually thought RA buying us was a good idea. (Meaning I thought Rockwell was a top notch company) Unfortunately we all found out they operated more like the mafia than a respected company.

Friday, October 2, 2009 - RC cutbacks 68 hourly and 5 salary:

OMG, one of the salary people that processed incoming orders in Operations was let go, she was the last one! Who's brain child was this? We have orders to be processed and release to assembly but no one with the expertise to process them for production, other than a few people that came up to do them part time. Our puppet managers go into their offices and close the doors and are hanging on for dear life. Our supervisors, who do they supervise? Not many people left. Our grim reaper plant manager will not even give us how many people have been let go in the past year. BTW, the word in the shop is he was the driving force of the close of the manufacturing facility in Milwaukee. How can the Rockwell management team look at their faces in the mirror at the end of the day? They tell us the economy is the reason. Hello, it added up to bad management decisions at the top. It cost us some very dear customers that took years to get, and of course the CEO would not admit to his wrongs, so everyone else suffers the fallouts. But do not be deterred to much; we still have Lean people left to suck up the money and our retirement pay. Shame on all of the management, from top on down, to poor decisons or not taking a stand and challenging those in charge.

Friday, October 2, 2009

Guys, I don't work for Rockwell and I believe the majority of automation companies suffer similar problems. The company that I work for has interesting problems I would live to share:

Clueless Management: I don’t want high management that knows everything about Bits and Bytes, the problem is the complete lack of market knowledge (competition, trends, customer, technologies). Clueless people are worst than stupid ones.

The VP fever: Now everybody is VP. The guy (sometimes the clueless one above) the guy has nobody under his structure and even no team is a VP!

Excess of arrogance: Worst than a clueless manager is that arrogant clueless guy that believes that knows something. Unfortunately some of them fake some know-how based on Google search; and the majority of them become expatriate where their good life sucks up the company profits

Problem: The clueless manager believes in the arrogant clueless guy because the clueless guy mixes trivia with arrogance to sell intelligence (and of course the clueless guy buys that. Because he is clueless !)

More MBAs and Less PhDs (equal to more Powerpoints and less solutions).

Virtual solutions: Brands, Mottos and etc… ; Taking 20 years solutions and invoke values like green, energy, performance and KPIs

Thursday, October 1, 2009

In May 09, a long-time co worker retired from the RC facility. (She was offered another job she could not turn down). Her announcement came as a total shock to many. Even though she had over 34 years of service to AB/Rockwell, she was the 2100 Master Scheduler and had the pulse of everything that was coming in, going out (RC) (Tecate) and (Monterrey) bill of material issues, IT problems with orders, order runs and also had some involvement with Canada when directed. She managed all forecasts and dollar operations and scheduled all engineer orders. She had to manage order uploads prior to 6:00 a.m. to about 4:00 p.m. daily, some nites at the plant until 6:00 or 7:00 p.m. to insure orders were being placed to the proper locations and bill of materials not being duplicated on the next day runs. (No she was not paid extra for those hours). She knew how to fix the problems, or knew who to contact and send in writing to get the problems fixed for all orders going to those locations. As an engineer here in Milwaukee, we miss those communications, understanding and someone keeping us in check.

When she retired another back-up person took over and did about 75% up to par. Then RC hired a young person with no experience in Master Scheduling cannot seem to get up early enough to manage the new orders coming in over-night and quite a mess since sometimes the orders are being built more than once and bill of materials cut in two locations. He does not seem to get that Tecate and Monterrey are in different time zones, or that he bit off more than he can chew. In addition to this they placed him in Milwaukee and the paperwork all cuts in RC.

Talk about common sense - who thought this one up? I wished we had our Master Scheduler up there in RC; she KNEW how to manage orders and "stick to her guns". Unfortunately this is how RA has operated in the past few years - by not trying to keep the employees that they have invested the thousands of dollars in. As one of the newer engineers with less than 10 years, I am so frustrated. I believed I was hired for a top notch company, and I was dead wrong.

Thursday, October 1, 2009

These are just a few of the failures since RA bought AB.

• Bought Icom, their major software competition, took Winlinx and renamed it RSLinx which is a really a Windows skin on AB Interchange. Took the WinView name and rebranded ControlView on Windows to RSView32, both came from Dynapar in Canada who made the original Panelview and Dataliner. We won’t even mention FactoryTalkView.
• Intercolor PC’s, now VersaViews, massive recall on hard drives, 10% out-of-box failures, 50% don’t make it 2 years.
• Entek IRD, the vibration monitoring company, now called Dynamix, packaged the product in Flex IO plastic, gutted all the Entek people so no support.
• PanelView Plus, a CE based Operator Interface, the first version was so bad they didn’t even release it; the second version had another massive recall for compact flash cards. Almost as bad as the Versaview, very high failure rate.
• And my favorite the PocketLogix, an Hp CE device they put a CE version of RSlogix 500 on, they dropped it a year later.
• Current history is mostly software related, Bizware Scheduler, bought the company, fired everyone, no ongoing development or support. Something they call Plantmeterics, same story.
• The latest is VantagePoint, bought a company named Incuity, they haven’t ravaged the company yet, still trying to get it “integrated” into the FactoryTalk platform before they do.

Thursday, October 1, 2009

RIFs coming to Rockwell Software next Tuesday. They are moving the headquarters offically to Austin, Texas, so several Milwaukee folks will be drawing the short straw.

Thursday, October 1, 2009

Another round of RIF in Richland Center today. 68 hourly and 5 Salary

Thursday, October 1, 2009

We just heard that our Rockwell Tech. Support guy was laid off today. As tough as it is going to be for him, it's tough being the customer when technical support for a big project disappears and we are left high and dry.

Thursday, October 1, 2009

So how many more were pushed out the door yesterday? This is an annual activity at Rockwell with their year ending Sept. 30.

Thursday, October 1, 2009

Deliberate ploy on the cutbacks - no matching 401k, no merit or cost adjustments, raised insurance costs for retirees, and the 75 to 85 point requirement for retirement a few years ago. These changes force people to leave the company voluntarily and then they don't have to worry about long term insurance and pension adjustments. It is normal for companies to make changes every 20 years or so.

Wednesday, September 30, 2009

To: Keith Nosbusch
Re: Cambridge

If you take out the blackbelts you put in, the building works. And we know, that you know. It is profitable. Remember where the vfd's came from? And we are proud of it! Quit dancing around the sombrero and give us the support we need. We are right here, and it works. And you know it!

Wednesday, September 30, 2009 - To the person who wrote the sarcastic comments on Tuesday:

I guess you left Rockwell and joined another supplier, so now Rockwell are competition to you.

I left Rockwell many years ago and have been a customer ever since, not only of Rockwell but other suppliers. True, there has been mistakes at Rockwell - in my view it's down to over aggresive sales targets in areas where they do not have fundamental capability - with the inevitable conclusion of not reaching customer expectations. In areas where Rockwell do have capability, I think they have easily matched other suppliers - many of whom also talk a good game but are poor on deliverables.

As a customer now, with no vested interest in Rockwell, I find many of these blogs to be candid. This shows that many of the employees do passionately care about Rockwell enough to write the blogs. They only want to improve the situation. How many in your company care enough? Do they all "whistle while they work?"

We are all in a deep recession and I hope you can all concentrate on delivering good customer service to your customers, and by listening to your passionate employees.

Tuesday, September 29, 2009

I wonder if the Bradley brothers are resting peacefully, with all this turmoil and torment going on in the company they created? What a shame, an Icon like Allen Bradley going this way.

Tuesday, September 29, 2009

Wow, I really wish I worked for this great American company. These blogs paint a fantastic picture. Strong leadership, great strategy, people centric, great products and technology, highly customer centric approach, etc...

Sorry my mistake... I got that wrong... posted on the wrong blog!

B.T.W. I know that senior management in Rockwell do look at these blogs.... So keep them coming... Maybe one day they will realise how deep these feelings run inside the company. Not that they will do anything about it, other than trying to track the bloggers down and publicly flog them ;-)

Also... check out Linkedin - you'll see how many old RA folks have really landed on their feet. Life is far better outside the clock tower, away from the nobs that run the company.

Monday, September 28, 2009

Doesn't anyone get it? All the cut backs to salary's / 401K/ yearly increases/ layoffs, doesn't anyone get it, and the stock continues to go up.

They are up for sale for sure this time, and the golden parachutes will be deployed soon. They are cutting back to be sold. Its eaither ABB or Emerson. ABB has the ability to bring the rest of the global into the PLC world and they are respected overseas. Emerson has a strong product line with limited exceptance overseas and support unlke ABB.

The RA management will soon all be gone. Their market share has been going down year after year with out RA concern. They continue to make the fat checks. Look out below the mud slide may run you over.

Sunday, September 27, 2009

Until now, I have resisted contributing to this Weblog, but now feel compelled to write, especially as the subject of the Services & Solutions Business (SSB aka MPS) has been raised by a previous blogger. For their worth, here are my observations as to why notably in the UK the SSB business continues to freefall downwards:

• Pivotal to the UK Solutions Business is the issue of Leadership. The current UK based SSB Business Unit Manager has, since 2006, continued to bluff and blame his way through, demonstrating it's only his survival [finances & his politics] that matter. At the same time, this viewpoint has allowed the suitably titled Business Unit Mgr. (B.U.M.) to hoodwink and lord his ignorance (using his fake American accent) over SSB industry sectors, customers, end clients, ongoing projects and his own workforce (sympathies).
• Significant loss of business occurred when the European matrix based 'Silo' structure (as opposed to country-centric services model) was fashioned at the end of FY2006, beginning FY07. From that point on, commerce for the UK Solutions Business collapsed. Couple this with a total lack of customer focus and weakness in understanding of each EMEA country’s customer base (by the other countries within the SSB EMEA region) then no wonder this ill-advised strategy has failed to deliver.
• The middle management within Solutions Sales (at EMEA level for the UK) is abysmal.
• High prices are 'normal' for SSB. Excessive profit margins [otherwise called greed], disproportionate layers of management [causing gross overhead costs] plus high internal labour rates [frantically being negated by outsourcing software engineering to either India or China running consequent risks to quality] are to blame.

• The company mantra of "Listen, Think, Solve" is being applied solely to protect the interests of Rockwell; leaving the needs of its dwindling customers either ignored or left till last.

What a mess. Sigh.

** Maybe this is all a deliberate ploy. If so, then this would seem to answer the question that one blogger asked over whether SSB/MPS is somehow deliberately being manoeuvred in order not to survive.

Sunday, September 27, 2009

Last week a group of Milwaukee executives visited the Cambridge plant and spent 2 hours with a randomly selected group of salaried employees (non-management) in what they called an "Active Listening" session. The questions related to employee engagement, and employees were asked to give honest, open answers. Whether they were ready for it or not, this is exactly what they got. The message was clear. The Cambridge facility is broken because of inept and backwards management practices.

So to the Milwaukee executives: you listened, we hope you heard us and now it's your turn. You have the power and ultimately, the responsibility to the company, stakeholders and customers to make this right. We need action and it doesn't involve balloons and streamers in the cafeteria. And if you need a second opinion, set up the same session with the hourly folks who actually build the product.

Sunday, September 27, 2009

WOW! Is anyone listening? And when I say "anyone", I mean Keith and his band of merry men?

It looks like the sentiments are the same, no matter where you are geographically. There is a huge gap between what the workers are saying, and what Keith is being told by the people surrounding him.

Rockwell Automation needs a big shake up. There are too many groups pulling for themselves, but no one pulling collectively. On any given day, one has to decide which company they are answering to today. Is it Operations, is it Materials, is it Engineering? And where does the customer fit in all of this?

Saturday, September 26, 2009

The last blogs are all too correct, unfortunatley.

At the Cambridge plant, some managers are not too skilled in their managerial efforts, while "team leads" are doing most of the managing, or what they might think is managing. Working team leads are what was supposed to be. But in essence, there are power-hungry and ego-inflated people who forget what a team lead is. Instead of leading and ensuring everyone is CAPABLE of doing the job, with proper tools, parts, training, confidence, team work, engineering support, and their best interest, these people sit down, walk around trying to intimidate workers, and pushing small weights around.

One dept. is run by a person (I will not say manager, as this person is clearly not suited for management) that cannot speak a coherent sentence ... it has become an ISSUE. People dread going to meetings, trying to ask questions that get the exact same answer all the time, that has NOTHING to do with the question asked. It is quite obvious that his homeland is his target and objective while here "managing" the plant. All workers are keen on his lack of interest for the Cambridge plant's best interest. This bothers alot of people, and so it should. While he is running around trying to catch people with an unsigned cart caddy, he and all others turn their heads to REAL safety issues, assembly issues, traning issues, etc...

If only the customers knew the ridiculous ways these machines are built, with ZERO training, unknowledgeable staff, tools that are meant for backyard garages, etc, the list goes on....

About tools: this company cannot even provide proper tools that have been requested, literally, for the last three years. A green belt project was given out, which to me, means a system has been implemented that works, saves money and is effective. Yet, a year later are now in the works of another tool project.

Maybe I should lay down some lines, mop a floor, and put a nice big 6S star above my head, and see how much of a bonus I get this year. Oh wait, no, the favorites allready are picked and Keith says no to Bonus', except his own!

Saturday, September 26, 2009

I will say goodbye to RA after more than 20 years of service. It's ridiculous that they will keep on with the head-count cut while paying out bonuses for plans that 'have achieved certain performance levels'. What are those plans? I bet one of them is the 'cost saving plan' -- you just killed so many good employees to get your bonus...

Saturday, September 26, 2009

Keith needs to take a good look at the managers that are milking this company dry and get rid of the whole lot of them. From experience in Twinsburg we have the most incompetent managers that I can ever recall.( Thanks for hiring all the Ford boys.) There are also a number of Supervisors that need to go too. From Black Belts destroying processes so you cannot even do your job effiencent, but then wondering why the production isn't at levels where it should be. Hello look in the mirror, management.Wake up and listen to what the employee's are telling you. A lot of people feel that we are being set up for failure by this management team. This once great company that was a joy to work for, has now become a stress driven machine that has no idea what it is doing or where it is headed. Management needs to change . Hey. Keith how about a visit to Twinsburg for a meeting with the employees without any management present? I doubt that will happen.

Saturday, September 26, 2009

Well now that Keith has communicated the wage reductions, no 401K match, forced days off and likely no merit increase again this year, it is time to depart this once great company. On my 5th anniversary with this company they will receive my resignation.

Do I have another job? Not yet; but I can not sit in the office any longer and see what is happening around me. It would be best for me personally to get out now and not continue the stress that is driven by poor management. Several of the VP/GMs need to get kicked out as they are sucking the company dry with some of the worst mismanagement of resources and an even poorer selection of strategic projects.

I would strongly encourage some direct meetings with grass-roots employees and skip the management levels. There are some outright lies being told throughout the management ranks. There are very poor management people that are holding back true innovation because they feel it has not been "socialized".

To the 30+ year employees who are VPs: please do us all a favor and retire. The company can not continue to operate the way you did so many years ago. You sit back and wonder why the 20 & 30-somethings are not staying with the company. All you need to do is look in the mirror. You are the problem in most cases.

Where is the new blood in the senior management ranks? And I am not talking about new management in the support organizations. I am talking about within the product-development ranks, in particular the VP/GMs in the Architecture and Software groups. These folks (other than CVB) are would never rise to the top of any other company. The SSCB VP is an absolutely miserable people-manager and is extremely short sighted. The I2O VP is over his head and needs to go back to marketing. The Portfolio VP has no clue when it comes to his area of responsibility. The MTC VP is more a finance person than an engineering leader.

Come on Rockwell Automation. Get it together.

Friday, September 25, 2009

I am writing this in hope that someone passes the message to Keith Nosbsch (slim I know).

On your visit to the UK next, why don’t you actually speak to members of the workforce that have not been handpicked to feed you the information you want to hear. It is all well and good you keep asking for cost saving, but no one at grass-roots level is getting to hear what your management team are personally doing. Are you taking any financial hits like the average Joe? Are they large or small? After all in the good times your rewards are large.

A good manager as the ability to mix at the top level AND with the general work force (not just the people selected to be in the office on one of your visits). So, if you want to raise morale and get the workers on your side, let's see you select a few grass-roots people to meet and speak to, instead of wasting more Rockwell money wining and dining only the management.

Monday, September 21, 2009

The last comment is so correct - Rockwell is so concerned about the numbers and not about their customers. We used to do field service work and keep the customers happy, and get their product right, up and running. Now we are all about the shipping dollar. Customer's are left with GMS or Sales out in the field, to contract or try and fix their problems. Customers are a shoved aside and onto the next one. How sad! There are a lot of appreciative customers who like the one-on-one attention they used to get. That's gone. Now we spend those dollars setting up global plants and manufacturing product cheaper, selling at at the same dollar amount. Let's see how the next quarter plays out.

Saturday, September 19, 2009

Response to Fri. Sept 4 comments, in the response to the Siemens guy: I find your comment on this weblog being written by ex-Rockwell employee's who left on their own accord absolutely hysterical! Yes some blogs are from unhappy ex-employees who were un-cermoniously dumped by Rockwell when they decided to right size their employees.

I suspect a majority of this blog is written by current Rockwell employee's who feel that management is no longer listening. People can post things here without the fear of reprisals from management. The saddest thing is that management has forgotten about the customer and is so concerned about the shareholders. It's all about the numbers. Gone are the days when you thought about what the customer wants or needs. It's the customer that helps a company grow not the shareholder. Until we get back to the thought of the customer we will continue in our downward spiral.

Saturday, September 19, 2009

I'd like to open up a topic concerning Rockwell's SSB (System Solutions Business)group. This is the old IAS (Information and Automation Solutions)which later became GMS (Global Manufacturing Solutions) then to GPS (Global Process Solutions)thene to MPS (Manufacturing Process Solutions) and now SSB. This is Rockwell's engineering solutions business headquartered in Mayfield Heights, Ohio. In light of the recent layoffs, overpriced solutions and lack of business direction, am I the only one that thinks that this business is being purposely overpriced in order for Rockwell to justify closing it down?

Friday, September 18, 2009

RC facility (WI) moral is so low, personnel really down. But wait, some ovetime in the facility. Keith had a big write up in the State Journal earlier in the week calling about 12 personnel back. Yippppeee for Nosbusch, he sure is a joke, most may not be aware of the Rockwell stock "trading" that took place 2008 this is where your hard earned dollars went.

Friday, September 18, 2009

Seems as if the blog has cooled off over the last few weeks. Perhaps everyone is getting used to the new realities. Best wishes to everyone!

Wednesday, September 16, 2009

If you are that good then you should kindly retire since they are being so unreasonable. They could just take all of your pay at once. Talk to the folks that were let go in October and your 25 cent issue will look small.

Tuesday, September 8, 2009 - To the powers that be in Milwaukee:

Who on earth made the decision to start charging a quarter for a styrofoam cup in the cafeteria? You continue to cut into my personal wealth. You cut my pay, you stopped matching my 401K, and my health care will be going up 12-20% next year. People are furious over this latest debacle. If its about the styrofoam, then get plastic cups, I know, you want me to bring my own cup. I get that we are trying to be environmentally friendly, but seriously, at a time like this when employee morale is at an all time low, I can't even get a cup of water from the cafeteria anymore without being charged for it. What is next - a charge to use the restroom? Do I have to start paying for my parking? The cafeteria is a profit center; aren't they making enough money? Seriously, who is making these decisions? You can't keep taking and taking; something will give and it will be that good people will leave when things improve. I know with all the problems we are facing, this is minor. But there is no other anonymous forum in which to make your feelings known, so I hope someone out there is listening. I know people who won't even go to the cafeteria anymore. A quarter for a cup; what is next?

Sunday, September 6, 2009

Manufacturing all your own products is not feasible any more. RA depends on the the products they can buy from someone else to fill in the holes. Relays, IEC contactors, IEC pushbuttons, terminal blocks, photo electrics, prox’s, and others all come manufactured from someone else. It's not cost effective to do R&D and manufacturing for all those commodity items. CLX, Software, PF7x Drives, Servo's and MCC's are about the only products produced in-house. It's smart business to do what you do best and buy the rest to fill in the products to supply your customers with the complete solution. RA's strength is the North American Distribution Channel, devoted to serving their loyal, long time customers. If RA can provide a suite of innovative control hardware and branded widgets to go along, they will survive and thrive in NA. NIKE never produced a single shoe in their own plants - all out-sourced - and look at their success. At least RA keeps their core products in-house. Try Modicon, Tele, Seimens, or Automation Direct, see if they will come to your plant and help you when the chips are down. RA knows what their distribution channel is worth and demands excellence from them.

Friday, September 4, 2009 - To the "Siemens guy" Monday, August 3, 2009:

Of course this weblog is a great read, like a quality soap opera. The majority of the negative comments are posted by ex-Rockwell employee's who left of their own accord and went over to the "Dark Side" (that being Siemens of course) and as you are scratching around at the moment with nothing better to do, why not post stuff on here instead of getting out there supporting your Customers and winning new business.

Feedback from one UK (Water Utility) Customer is that an ex Rockwell Account Manager who left to join Siemens actually lost his temper and complained about a Customer who placed business elsewhere. Hmmmm Now there's a Soap Opera in the making.

Thursday, September 3, 2009

PlantPAX is new lipstick on the same pig. A couple of years ago RA had the process extensions for RSViewSE (FactoryTalkViewSE) and the SE Process Toolkit Wizard. RA tried to get the distributor specialists to promote and support these "TOOLS" but none of them wanted to spend all their time trying to make it work with no factory support. PlantPAX is the fully supported package from RA. It's no different than before, only this time instead of the US distributor specialists trying to make it work it's the RA support engineers in India. RA is trying, but it's not a drop-in DCS replacement. There is a place for a DCS system and a PLC/PAC system, but RA is trying to sell a PLC/PAC as a replacment for a DCS. In their defense the DSC vendors are trying to sell into the PLC/PAC space also. A lot of utilities I work with have both, they both have their place, but both the PLC/PAC vendors and the DCS vendors want 100% of the pie. As the old saying goes, "let the buyer beware".

Wednesday, September 2, 2009 - Ref: Tuesday September 1, 2009 blogger "If people want to send an opinion they should at least be educated....... etc"

It certainly shows that the inbuilt Rockwell Automation arrogance still survives. Makes one wonder; what it will take to put some sincerity back into this company?

Wednesday, September 2, 2009

Be careful when talking about PlantPax. It is not a new product; it is not a DCS system; it is purely a packaging together of existing Rockwell products so they can then be called a "system". There is some engineering to ensure the packages all work together; there is also "bundled code" to help with configuration of process control systems. However, don't expect a comprehensive, or well proven solution for process plants out of the box, and definitely not one specific for your industry. RA is a loonngg way off that!

Tuesday, September 1, 2009

Inaco is well placed to capitalize on the distribution changes. They have existing capability and established business. They have gained territory in New South Wales and Queensland at the expense of four previous RA distributors but have lost their potentially lucrative Perth office to NHP.

I think NHP has been given a poison chalice with strong expectations in their territories but no direct access to the NSW/Qld markets which belong to Inaco. NHP has lost most of its automation agencies that it would have relied upon to maintain its (limited) automation presence in NSW/Qld. So what do they do now that they can't take on national product representation for lines that compete with Rockwell.

Surely the end game is to have a single Rockwell distributor in Australia! Question is - is that NHP (most-favored son) or Inaco (global player with leverage).

Tuesday, September 1, 2009

If people want to send an opinion they should at least be educated. NHP are the most successful electrical enterprise in South Pacific. Period. Inaco is probably the fastest growing automation enterprise in South Pacific. Rockwell are proud to be associated with winners not whiners. So if you are a whiner, at least try to hide yourself. History doesn't lie. These companies have great track record before Rockwell, and now with the worlds best brand - what a combination. Smell our fumes guys, coz thats all you can do.

Monday, August 31, 2009

We have heard a few comments about NHP as a distributor in Australia and New Zealand. I haven't heard anything about the second distributor in Australia, Inarco. NHP has been able to sell Rockwell Products for nearly a year now and to date I haven't heard any positive feedback about them in the market. I was wondering if the Rexel-owned Inarco are doing any better.

We keep hearing about the vast amount of stock being held by NHP in New Zealand. But for some reason this isn't generating an increase in customer service. Perhaps they have invested in the wrong stuff? The local Rockwell people will no doubt be very happy with good sales figures generated by NHP buying this stock during a these lean times. Their next problem will be getting NHP to generate sales as the momentum created by the old distributors tappers off.

Friday, August 28, 2009 - Re: the FF project:

You need to be careful of the promise of PlantPAX. It does have some nice integrated features. However, FBUS is not an integrated feature. RA has a solution that has connectivity to the platform.

Thursday, August 27, 2009 - Re: the FF project:

If you choose the RA option with ControlLogix, you also have a "built in" DCS option, its called PlantPax. You can find more info on the RA website

Wednesday, August 26, 2009 - Re: The FF Project:

Thanks for the feedback.

IF RA is successful the platform will be Control Logix, so we are locked into a "PLC" based solution with RA. My personal preference is a traditional DCS, but I'm not the one writing the check. My role will be to make sure that the system chosen works. Another concern is that a lot of the equipment will come in on skids from various vendors. So who can ensure interoperability between all the equipment? FF instrument vendors include Rosemount, Fisher, E&H, SMAR.

I'm familiar with very large FF projects done with Emerson and Foxboro and I know that even with the DCS companies direct involvement their were start-up issues. But they were able to assign an army of associates to get the issues resolved. With RA I just haven't seen any large projects, so that's the G2 i'm trying to pick up here. Hopefully some end users of the FFLD will post and share their experience(s).

Wednesday, August 26, 2009 - For the FF user colleague:

For this ammount of FF intelligent instruments (if FF is your preference), I wouldn't use a PLC based solution, and even worse, based on protocol conversions (gateways) - I'm not a DCS fan, but for the ammount of instruments you have (and FF based) I would go to a DCS platform. You will lose some of the FF benefits having gateways.

Wednesday, August 26, 2009

A close friend of mine recently left RA, this person was a highly trained professional. All the work they were asked to do was about one thing "Savings". Not improvements, not finding smarter ways to do things but just "Savings". Oh, and of course, whatever needed to be done couldn't cost any money.

This person worked in EMEA where workers were asked to give up a number of days per quarter as to avoid layoffs. Most people complied and guess what? Yes, indeed, the layoffs have continued unabated. The people left at RA in EMEA, well, the good ones are looking for other jobs and RA is being left with whatever is left over after the good ones leave.

The SAP rollout that was boasted about earlier on this blog is a giant joke, there is nobody left on the EMEA team currently that was supposed to assist in the transition to SAP, they've either been sent back to their departments or been made redundant. Staff is demoralized and stressed out, thats not how people do their best work and this state of affairs will only be aggravated because I doubt the end of the layoffs is yet in sight.

I feel for the friends I have left at RA, its not a good place to work anymore.

Wednesday, August 26, 2009 - To the Potential Customer on FF:

I'm astonished by the size of your project! If you are talking about a batch facility with 3000 instruments you are talking also about some thousands of solenoid valves not mentioning agitators an other things!

Anyway if you have this project - the FFLD's are good as any other FF interface. The "limit" is on the FF technology itself, so you can't connect more than 10 instruments for H1 segment including not more than 6 valves on the same segment (if you want to have a decent response time).

Having said that, FFLD's (ethernet or controlnet) are working fine. I'm not aware of large FF based applications but I know few small to medium size (lets say a couple of hundreds instruments).

I assume you want to use FF technology for asset management purposes. I'll not argue about this but -- I personally don't like FF much. Or, perhaps the fact that I don't see the point in using FF technology and run the control algorithm inside the controller. The concept is great, but the reality is quite weak.

Good luck!

Tuesday, August 25, 2009 - from Potential Customer:

My company is planning to implement Foundation Fieldbus at a new greenfield batch process facility. We estimate roughly 3000 instruments so it will be a decent sized project. Rockjwell Automation is one of the companies under consideration (Siemens was an early out because they do not support FF). Has anyone had any experience with FFLD Ethernet or FFLD Controlnet gateways? Good or bad?

Monday, August 24, 2009

To the Siemens guy: You can read these blogs cause you don't have any orders on your plate. What's Oprah doing these days? Bet you could give us a great update.

To my former RA buddies: Do you think management will continue with no-matching 401K or have another RIF and bring the matching back? That's what on their plate now.

Wednesday, August 19, 2009

The Anorad NY location had a RIF of 30 out of 95 today.

Tuesday, August 18, 2009 - Richland Center facility update:

Congrats, glad you're going back to work. We can't even get a disconnect shipped to us. Buying most of our stuff from other sources just to keep production running. The move to offshore production was a stroke of genius. When business picks up RA will really be in trouble. Who was the customer willing to wait 16 weeks for a MCC at twice the price? I don't doubt your workmanship but the engineering has to be right. Hail, India. Our software order took two weeks only to be shipped second day for $40. Tech support told me production problems with the software.

Thursday, August 13, 2009

Richland Center facility update. They are calling back people due to a million dollar order. The workers were to be off for 1-3 months, and also had to sign up for federal cobra insurance and unemployment. Seems like they are having a tough time managing, or better said micro-managing.

Tuesday, August 11, 2009

"Rockwell Automation announces manufacturing solutions for the Smart Grid". When I read that, I thought it was a joke. Sorry to say that, but for me is a way to manipulate customers selling buzz words. What is the next? Controlnet reduces global warming?

Monday, August 10, 2009

I would like to propose that in the next round of RIF's we consider getting rid of:

1. One or both of our corporate jets - think how many job that would save.
2. One or more of our SVP's - I haven't seen this level get hit in years, and think of how many jobs that would save between salary and stock options.
3. One or more of our VP's - again, haven't really seen this level get hit much in the past years, and again, it would save jobs!

Sunday, August 9, 2009

I am a union-worker for Kellogg's Snack Division and work in the maintenance storeroom/stockroom. A few days ago I heard that Rockwell Automation was going to implement RAAMP at our plant. Should I be alarmed, if organizing repair work was the first shift union workers job and that union worker is showing a Rockwell Automation worker how to perform part of the first shift job? I think I may be filing a grievance. Does anyone know if RAAMP has had a negative effect on a unionized maint. shop?

Friday, August 7, 2009 - Responding to the weblog Wednesday July 8, 2009:

So you thought I was from the U.S. Wrong, I'm from Cambridge. And my thoughts are still the same. You are all a bunch of backstabbing people, just trying to keep your jobs. You had it too good for too long. Wasting company money, while gossipping when you should be working. They still have a lot of weeding out to do in managagment before the company can actually turn around. Management helped the company go down hill by favouring the lazy workers and punishing the hard workers. I was there along with quite a few other people witnessing all of this.

Clean up management at Rockwell Austomation on Dundas Street, and then you can clean up the regular workers. Oh, and say goodbye to whatever is left of dental and drug benefits.Goodbye - they're going soon, like everything else.!

Som quit your whining about not losing your job. That's what unions were for. You all had your chance, but you were all foolish enough to decline it. So, suck it up, and move on.

Monday, August 3, 2009

As a Siemens guy, I must say that this weblog is just a great read.... It's like a quality soap opera.