Trinity Industries journey started in 1933 when they were known as Trinity Steel, founded by C.J Bender in Dallas. The company manufactured butane tanks, had revenues of $2.5 million, and 200 employees. Trinity steel was growing by producing large petroleum tanks, steel fabrication for refineries, and leasing trucks. However, in 1957, the company faced increasing competition and business started to decline. In 1958, there was a merger between Trinity Steel, Dallas Tank, and Bender Wallace Development Company. Trinity Industries was formed, incorporated, and went public. By 2007, Trinity Industries had 14,400 employees working in 22 business units with revenues of $3.8 billion. Bu’s were grouped into 5 line of business (2008): 1. Trinity’s …show more content…
Trinity Inland Barge Group: Largest barge and fiberglass hopper manufacturer in The United State, 14% of company’s revenue. Trinity Industries has had a constant growth in the company with increasing revenues: 2011-2 $3,075million, 2012-3 $3,812milion, and 2013-4 $4,365million. Currently, Trinity Industries ranks #433 in Fortune 500(June 2015) S&P 400, #66 in Fortune’s fastest-growing companies (August 2015), and #433 in Fortune 1000 (June 2015). Revenues for 2015 were $6170 million, profit of $678 million, EPS of $ 4.19, and employed 22,070 people. Some of their employees have been working for decades and other are second-generation employees. Their top three competitors in the industries are, Lafarge North America Inc., American Railcar Industries, Inc., and Clipper Windpower Holdings Ltd. Trinity Industries is a highly diversified and decentralized company. Their 22 business units operate on three versions of Business Planning and Control System which monitors 70 plants. There are seven different IT company that maintain the systems and some of these systems have been customized to the different department needs. Trinity Industries organizational chart on how the company functions: 1. Raw Material: receiving, recording, price variance, physical
Company Overview – Caterpillar Tractor Co. was founded in 1925 and was the product of a merger between The Holt Manufacturing Company, owned by BBB HHH, and C.L Best Tractor Co., owned by DDD BBB. The company had a great demand in WWI and this lead to the first foreign operation of many to come in the future.
Trinity Industries passed their SOX compliance in 2004 by applying the bottom-up approach in identifying the gaps and the lack documentation controls. Bottom-up approach looks at individual base elements of a system first and then those elements are linked together to form a larger subsystems. Trinity used this method to figure out where the material weakness for SOX compliance were and to organize a system to fix the problems. This process involved Trinity going into the BUs work environment, collecting information form the employees, observing the flow process, collecting data on the system gaps and documentation, correcting the weakness, and educating the employees in the correct process. Some of the weakness in this approach were, over
Commencing penetration tests within the infrastructure of Alexander Rocco Corporation may be a strenuous, yet beneficial process. However, before commencing penetration tests, much planning, strategizing, and research is necessary in order to ensure successful, seamless, and legal operations. Based on information provided by the SANS Institute, an initial meeting should be coordinated between those responsible for conducting the tests, along with the appropriate leadership personnel of the company (source). Within the meeting, the scope of the project should be established, classifying company data appropriately, and determining which components of the company’s infrastructure require penetration testing, which may include Alexander Rocco Corporation’s
In the early 2000’s Lowe’s was rapidly intensifying its presence nationwide. The company carried a varied assortment of home improvement products and catered to the needs of retail as well as commercial business customers. Lowe’s expanded their reach by acquiring a 41-store chain, Eagle Hardware and Garden, and engaging in a strategic alliance with HGTV to obtain a more profound existence in their market (Rouse, 2005). By 2004, Lowe’s operated almost 1,000 stores with plans to continue expansion across the nation (Rouse, 2005). The company has a core competency in helping customers meet their home improvement needs at a low price. In order to use this core competency to gain a competitive advantage, the company has focused on key functional strategies. To continue their success, Lowe’s must specifically focus on marketing, logistics, and human resource management strategies.
Merlin`s organisational type is a divisional organisation, this means that Merlin Entertainments has a central headquarters which then splits off into different divisions, which in turn make their own decisions and have their own structure. This organisation type is usually found in large and mature organisations that have a large variety of brands and will have products in different countries. This organisation structure allows more control and accountability than machine structures, this means that the structure is decentralised, which allows the central team to focus on the “big picture” and other strategies which would help the business to operate better as well as to help to boost profits for the company however a weakness in this organisations
Description- The Riordan Company has four plants that produce a variety of different items. The Albany, Georgia plant produces plastic beverage containers for the beverage makers and bottlers. Customized plastic parts for the appliance manufacturers are produced at the Pontiac, Michigan plant. Plastic fans for the automotive parts manufactures are fabricated at the facility in Hangzhou, China. The R&D is in development of different items for the Department of Defense and are conducted at the corporate headquarter in San Jose, California.
Kelvingrove Art Gallery and Museum in Glasgow, Scotland; a Victorian era museum established in 1901 to express the pride, wealth, and cultural ambitions of the industrial city of Kelvingrove, was in need of change in the late 1980’s to be more relevant to modern audiences. Starting in 1990, when Mark O’Neil joined the Kelvingore Museum, Mark was tasked with bringing innovation to the entire museum by the then director Julian Spalding. After an initial start by O’Neil into implementing some of Spalding’s radical innovative ideas, O’Neil was side tracked into a separate project at the St. Mungo’s Museum of Religious Life and Art. The St. Mungo’s work provided some insight and allowed experimentation with some of the innovative ideas Spalding wanted to use at Kelvingrove of using storytelling to organize themes within the museum. In 1993 with the work complete at St. Mungo’s O’Neil could was finally able to start on the needed change and find funding to bring about the change. Between 1994 and 1996 O’Neil developed and began implementing the storytelling concept when the Kelvingrove Museum submitted their request for funding for renovations to the museum. This initial request was rejected, which caused the O’Neil to totally reevaluate the approach taken in the change to the user experience as well as the approach to the application for funds. It took O’Neil and his staff two years to reevaluate and resubmit, but finally in 1998 they were approved for funding for renovations. During this reevaluation period for the funding O’Neil concluded that evaluation of a proposed change on the front end; to “Work out how to do it before you spend all the money on getting it wrong and it’s too late to fix it,” (Liedtka & Salzman, 2009, p....
The organization that will discussed is the Texas Department of Criminal Justice (TDCJ). TDCJ manages the state's prison system, parole, and state jail systems. This agency is the largest state agency in Texas and they provide training, funding and community supervision. The mission statement of the TDCJ is to provide public safety promote positive change in offender behavior reintegrate offender into society and assist victims of crime.
As I walked around Birmingham I looked at the abandoned factories. Even though we were told that Birmingham was a big industrial centre, these abandoned factories really grabbed my attention. As I looked at these factories I imagined smoke coming out of the chimneys, the sound of machines and people working and vans or trucks driving in and out of the gates, but as I took another look, all these things were gone and only an old building was left. This made me wonder, how did these factories come to be here and why were these factories abandoned?
In addition, there is a moderate presence of organizational capability. In the intangible section, Tesco Corporation has a strong presence in human, innovative, and reputation resources. Furthermore, Tesco has a valuable strong capabilities. The core competencies are key to a company’s sustainability. Tesco has a presence of a high level of capabilities. They are high in areas of design, technology, training, and research and development. In addition, Tesco has a superior presence in the area of manufacturing.
KEDA was founded in 1992, mainly into manufacturing of Ceramics Machinery. The other major offerings by Keda involved stone processing, building materials processing and energy resource management. They had more than 2000 employees and a broad product offering by 2010. In this industry, managing infrastructure for inventory was of extreme importance because of the various, customizable offerings across multiple plants. It had become a world leader in building materials machinery by early 2000s. All the units including sales & marketing, logistics, production & inventory was acting separately. Thus for a sustainable business, it was highly important to move from decentralization to a centralized system. For this purpose
Company X is a plastic injection molding manufacturer located in Highland, Michigan. The company had started in 2005 and survived the hard economic times. Company X started out by first doing applique and added 6 months ago injection molding. There are two owners, and there are less than 75 employees. Every company small or large should take social responsibility.
For all those reasons, the turnover of the group is £5645 millions, which increases 5% per year. The profit is £285 millions, which increases 8% per year. They gained 30 per cent market share of the global business in high quality engines. There are over 54,000 gas turbines in service world-wide and more than 4,500 customers. Technology and better services will continue to meet customer needs over the next two decades.
Matrix structure is first introduced in the aerospace industry in the 1960s and become one of the popular organizational design options in today’s business and industry (Derven & Alexandria, 2010). Burns and Wholey (1993) poinited out that matrix structure were used in advertising agencies, aerospace firms, research and development laboratories, hospitals, government agencies, and universities. Matrix structure is the combination of two or more different structures and take the advantages of the pure functional structure and the product organizational structure (Robbins & Judge, 2011, p. 497). The employees in the matrix may have two bosses: their functional department managers and their product managers. For example, all engineers may be in one engineering department and report to an engineering manager, but these same engineers may be assigned to different projects and report to a project manager while working on that project. In many organizations, a matrix structure is implemented to address the requirement to do more with less and become more agile. The matrix structure, which focuses on horizontal as well as vertical management, has become more widespread as a result of globalization and the...
Springs Industries Inc. Springs Industries Inc. is a $2.2 billion textile company that is headquartered in Fort Mill, South Carolina. Springs Industries focuses its efforts into the production of the home furnishings market, and operates under well-known brand names such as Wamsutta, Springmaid, Disney, LizAt Home and Bill Blass. Their home furnishings segment account’s for nearly 82% of the company’s revenue, and remains one of the leading producers of bedding, bath and other home furnishing products in the United States (McFarlan, pg. 1, 1997). In 1995, Springs acquired several additional companies in which they could facilitate the introduction of new and complementary products that would provide them with a distinct set of product offerings.