Eaton reviews

My perception was there are 12 VP s measuring one worker's output. many in leadership positions have no idea about the product, how it works, what the applications are or even how to quote. Quality though gets talked about never seems to have real corrective action. My second perception is the Eaton culture puts profits before people. Net salaries decreased year after year as company paid benefits were rolled back onto the employee's salary. And as for diversity again they talk the talk but fail in the real. The Tobacco Free policy was what ended my 26 year career.

Immature Infrastructure: Eaton Aerospace was grown through acquisition and not much organic growth. So infrastructure, processes, and tools are not standard within the organization and particular sites have very antiquated processes and tools for core infrastructure such as Robust Data Management Tools, MRP, FRACAS/CAPA, and CDM systems. Therefore projects are executed in an inefficient environment where much labor is spent fixing infrastructure problems or compensating for inefficient processes and half baked tools when the time should be spent on project deliverables. Not surprisingly a lot of these unrelated activities are then charged to project budgets and they go overbudget. Immature Leaders: Most leaders in this division have a lack of experience with actual execution of aerospace technical development programs. Many of the managers have little formal training in risk management and will often push shortcuts on the front end which almost always blow up the schedules and budgets on the back end. Some of these leaders have a tendency to micromanage subordinates even when they have no idea what they are doing themselves. Thankfully with the recent reorganization some of these leaders are gone. Poor work life balance: Inefficiencies take a toll on the individual contributors when they are forced to come in weekend after weekend and work long hours. There is no formal comp time system in place.