Wiring harnesses can be a frustrating and complicated item to design. Many customers that trust LEONI to produce and design harnesses leave it as the last thing to design, leading to many restrictions and setbacks in the process.
Disjointed structure in the company leads to people put in responsibility of items that they do not manage. This is evident in various departments; often have to make requests to more competent or less busy employees with access to the information, instead of those directly in charge.
Development as an employee was largely nonexistent. Professional development is set as a goal while most suggestions from employees are rejected. Training profile was reviewed one time during multiple years of work.
Accountability and lessons learned are more or less ignored: "band-aid" or temporary solutions are put in place and readdressed when issues inevitably come back up.
Management focuses on cost-savings as a company target and there is little to no exposure to new technology, innovative development, or new business with existing customers. Failure to meet cost savings targets led to an increased focus on hitting larger targets to make up for it. Additional responsibilities or opportunities are hinted at and then ignored as different issues take priority.
Manufacturing becomes too busy correcting issues to practice efficient production. Too busy with production to practice efficient development, and development at the plant level is nonexistent within some business units.
