Will 2014 mark the beginning of the end for employer-sponsored health insurance as we know it? Target recently announced that it will no longer provide health insurance for its part-time employees. Trader Joe's and Home Depot also made similar moves. Why? Some experts say it’s because of Obamacare. Others are not so sure.
In the tussle with state governments over tax breaks and incentives, sometimes companies blink first.
When David R. Lumley, one of two co-chief operating officers at Spectrum Brands, was promoted to CEO in 2010, the maker of Cutter Insect Repellent, Rayovac batteries and other consumer products eliminated the COO position. Now, the Madison, Wisconsin-based company is considering reviving the job.
To heck with the exchanges. John Torinus, chairman of Serigraph, a West Bend, WI-based decorative and brand-related graphics provider, author of “The Company that Solved Health Care” and the forthcoming book, “Grassroots Healthcare Revolution,” tackled the difficult challenge of runaway costs, saying, “we did it. You can too.” Here he tells how to get started.
Toyota Productions Systems’ (TPS) leadership and their employees refer to it as, “genchi genbutsu.” It is one of the most important and powerful analytical tools available to the executive today. What is it, and how can chief executives use the tool to help them improve their businesses and the performance of their employees?
America’s manufacturing comeback is in full swing – depending where you are. Some state governments are aggressively pursuing job creators, others are trimming efforts due to fiscal problems and still others have never effectively competed. Here’s the latest roundup.
Conventional wisdom and common sense suggest that the greatest ongoing expense for most companies is labor. Keeping labor costs in line will maintain or even boost profitability, so that management fable goes. But more and more companies are concentrating an increasing portion of spend on third-party suppliers this “virtualizing” their operation rather than struggling with internal labor and physical overhead. This forces leaders to re-think what it means to be a “company.”