Organisational Structure of Biggby Coffee : Biggby Coffee (pronounced Big-Bee) is a privately owned coffee franchise business based in East Lansing, Michigan. Founded March 1995 as Beaner's by Bob Fish and Mary Roszel, the first location opened its doors in East Lansing near the campus of Michigan State University on March 15, 1995, in a former Arby's.

Biggby began franchising in 1999. As of September 2010, Biggby Coffee had 118 stores in Alabama, Florida, Georgia, Illinois, Indiana, Michigan, Ohio, South Carolina, and Wisconsin.

The company headquarters is located at 2501 Coolidge Road, East Lansing, Michigan.



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6
Interim CEO
John Devine
2
Director
Mark Schulz
2
Director
Keith Wandell
5
Director
Richard Wallman
3
Director
Joseph Muscari
Director
Mark Gallogly
Director
David Trucano
2
Director
Terrence Keating
Administration
RM
4
CFO
James Yost
Procurement
ES
Strategy & Procurement
JD
CTO & Quality
GC
2
Heavy Vehicle Products & Ope...
Mark Wallace
Light Vehicle Products
MB
Sealing & Thermal , Europe
RG
2
Legal & Secretary
Marc Levin
Human Resources
AP
Treasurer
RT
Accounting
RD
CIO
DT
South American Operations
HB
Asia Pacific
AA
Operations Control
KB


In today's "Nanosecond Nineties", successful organizations are doing what was once considered impossible. They are increasing customer satisfaction, shortening process cycles and response times, reducing costs, and developing innovative new products and services -- all at the same time.

Not long ago, organizations could succeed by excelling at one or two of these areas. But the corporate landscape is now littered with the once mighty victims of this obsolete thinking. Today's winners are capitalizing on the changes and challenges facing all organizations by being better and faster and cheaper and newer then their less nimble competitors.

Pointed In The Wrong Direction

Transforming a traditional organization to one that's better, faster, cheaper, and newer is extremely difficult. That's because organizations have built powerful cultures, systems, and practices that are now pointed in the wrong direction. This misdirection can be found across three key areas:

* Internally-Focused -- most decisions about products, services, and organization direction are inside out. Product and service development specialists, technical experts, managers, planners, and other professionals spend most of their time inside the organization pushing products and services out to the market.

Too often the needs of the organization are put ahead of those people it's trying to "serve". As John McDonnell, Chairman and CEO of McDonnell Douglas put it, "we did not always listen to what the customer had to say before telling him what he wanted". This we-know-best approach is now finding many long time leaders out of sync with their markets. The ratings (and revenues) of many mighty corporations are plummeting. Their "loyal" (once treated as captive) customers find products and services that better reflect their changing perceptions of value.

* Functionally Managed -- individual departments work to optimize their own internal efficiency. Goals, objectives, measurements, and career paths move up and down within the narrow, functional "chimney walls". Functional managers and their employees focus on doing their own jobs or segment of the production, delivery, or support process.

Functionally managed organizations typically reduce service/quality levels while increasing cycle times and costs by; 1) fostering an "us-versus-them" approach to communications and fighting for organizational resources, 2) leaving unmanaged gaps between departments which disrupt cross-functional work processes, 3) making improvements or changes in one department which hurts the effectiveness of other departments in the process, and, 4) losing sight of customer-supplier relationships and meeting everyone's needs.

Since the 1950s, Toyota has worked tirelessly to reduce the walls and gaps between department. By the 1970s, their manufacturing methods became widely known throughout Japan as the "Toyota Production Methods". In the early 1980s, their highly successful practices migrated to North America as Just-In-Time manufacturing. Stressing the importance of managing across organizational boundaries, a Toyota executive said, "It is not enough to manage the affairs within your own division. One of the most important functions of a division manager is to improve coordination between his own division and other divisions. It you cannot handle this task, please go work for an American company".

* Management-Centered -- management's needs, goals, and perspectives are the starting point for all activities. Managers and their staff professionals are the brains and employees are the hands. Employees serve their managerial masters and do as they are told. Broad business perspectives and strategies, operational performance data, problem solving and decision making authority, and cross-functional skills are kept by management.

But the world is now moving too fast to maintain this archaic "command and control" approach that puts management at the center of the universe. Managers can no longer know enough, fast enough, about enough things, enough of the time to anticipate enough of the changes that are needed to improve the organization enough to become better and faster and cheaper and newer enough.
 
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jamescord

MP Guru
Biggby Coffee (pronounced Big-Bee) is a privately owned coffee franchise business based in East Lansing, Michigan. Founded March 1995 as Beaner's by Bob Fish and Mary Roszel, the first location opened its doors in East Lansing near the campus of Michigan State University on March 15, 1995, in a former Arby's.

Biggby began franchising in 1999. As of September 2010, Biggby Coffee had 118 stores in Alabama, Florida, Georgia, Illinois, Indiana, Michigan, Ohio, South Carolina, and Wisconsin.

The company headquarters is located at 2501 Coolidge Road, East Lansing, Michigan.



I certify that my modifications are exact
Confirm Cancel
6
Interim CEO
John Devine
2
Director
Mark Schulz
2
Director
Keith Wandell
5
Director
Richard Wallman
3
Director
Joseph Muscari
Director
Mark Gallogly
Director
David Trucano
2
Director
Terrence Keating
Administration
RM
4
CFO
James Yost
Procurement
ES
Strategy & Procurement
JD
CTO & Quality
GC
2
Heavy Vehicle Products & Ope...
Mark Wallace
Light Vehicle Products
MB
Sealing & Thermal , Europe
RG
2
Legal & Secretary
Marc Levin
Human Resources
AP
Treasurer
RT
Accounting
RD
CIO
DT
South American Operations
HB
Asia Pacific
AA
Operations Control
KB


In today's "Nanosecond Nineties", successful organizations are doing what was once considered impossible. They are increasing customer satisfaction, shortening process cycles and response times, reducing costs, and developing innovative new products and services -- all at the same time.

Not long ago, organizations could succeed by excelling at one or two of these areas. But the corporate landscape is now littered with the once mighty victims of this obsolete thinking. Today's winners are capitalizing on the changes and challenges facing all organizations by being better and faster and cheaper and newer then their less nimble competitors.

Pointed In The Wrong Direction

Transforming a traditional organization to one that's better, faster, cheaper, and newer is extremely difficult. That's because organizations have built powerful cultures, systems, and practices that are now pointed in the wrong direction. This misdirection can be found across three key areas:

* Internally-Focused -- most decisions about products, services, and organization direction are inside out. Product and service development specialists, technical experts, managers, planners, and other professionals spend most of their time inside the organization pushing products and services out to the market.

Too often the needs of the organization are put ahead of those people it's trying to "serve". As John McDonnell, Chairman and CEO of McDonnell Douglas put it, "we did not always listen to what the customer had to say before telling him what he wanted". This we-know-best approach is now finding many long time leaders out of sync with their markets. The ratings (and revenues) of many mighty corporations are plummeting. Their "loyal" (once treated as captive) customers find products and services that better reflect their changing perceptions of value.

* Functionally Managed -- individual departments work to optimize their own internal efficiency. Goals, objectives, measurements, and career paths move up and down within the narrow, functional "chimney walls". Functional managers and their employees focus on doing their own jobs or segment of the production, delivery, or support process.

Functionally managed organizations typically reduce service/quality levels while increasing cycle times and costs by; 1) fostering an "us-versus-them" approach to communications and fighting for organizational resources, 2) leaving unmanaged gaps between departments which disrupt cross-functional work processes, 3) making improvements or changes in one department which hurts the effectiveness of other departments in the process, and, 4) losing sight of customer-supplier relationships and meeting everyone's needs.

Since the 1950s, Toyota has worked tirelessly to reduce the walls and gaps between department. By the 1970s, their manufacturing methods became widely known throughout Japan as the "Toyota Production Methods". In the early 1980s, their highly successful practices migrated to North America as Just-In-Time manufacturing. Stressing the importance of managing across organizational boundaries, a Toyota executive said, "It is not enough to manage the affairs within your own division. One of the most important functions of a division manager is to improve coordination between his own division and other divisions. It you cannot handle this task, please go work for an American company".

* Management-Centered -- management's needs, goals, and perspectives are the starting point for all activities. Managers and their staff professionals are the brains and employees are the hands. Employees serve their managerial masters and do as they are told. Broad business perspectives and strategies, operational performance data, problem solving and decision making authority, and cross-functional skills are kept by management.

But the world is now moving too fast to maintain this archaic "command and control" approach that puts management at the center of the universe. Managers can no longer know enough, fast enough, about enough things, enough of the time to anticipate enough of the changes that are needed to improve the organization enough to become better and faster and cheaper and newer enough.

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Here i am up-loading Organisational Chart of Bio-Rad Laboratories, please check attachment below.
 

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