Appearance
🎉 Your Movie Collection🥳
"Job rotation is a technique used by some employers to rotate their employees' assigned jobs throughout their employment. Employers practice this technique for a number of reasons. It was designed to promote flexibility of employees and to keep employees interested into staying with the company/organization which employs them. There is also research that shows how job rotations help relieve the stress of employees who work in a job that requires manual labor. Objectives = What are the objectives? = This chart illustrates the Objectives for Job Rotation #Employee Learning ##Rotation making employees more versatile ##Gives employees a broader understanding of the business allowing them to be better prepared to be promoted to management. #Employer Learning ##Using job rotation employers can learn their individual worker's strengths ##Employers receive a flexible and knowledgeable workforce that can be sourced throughout the company or agency. #Employee Motivation ##Rotation reduces boredomEriksson, Tor, and Jaime Ortega. "The Adoption of Job Rotation: Testing the Theories". Industrial and Labor Relations Review 59.4 (2006): 653–666. Web... ##More knowledge of the company as a whole may lead to more promotions. = Who Benefits? = Along with the company providing the opportunities and training for job rotation, the employees who participate in job rotation learn more than the one job specification deemed to them, benefiting them in the long run in case of an open position on moving up in the company or a position opening up in another firm. Along with employees benefiting, companies benefit as well. The business can hire fewer people since the majority of their staff will be able to be versatile in the job functions that the company may demand, saving the company more money and possibly giving the current employees a better salary.Arya, Anil, and Brian Mittendorf. "Using Optional Job Rotation Programs to Gauge On-the-job Learning". Journal of Institutional and Theoretical Economics (JITE) / Zeitschrift für die gesamte Staatswissenschaft 162.3 (2006): 505–515. https://www.jstor.org Job rotation is beneficial to the company in terms of productivity and reducing the leave of absence workers take throughout the year. A study was conducted to see what motivates employees in their job performance. Job security was among the least motivators. Employees wanted a sense of responsibility and pride in their tasks performed. Job rotation was created for small crews to see if the company could produce a greater employee satisfaction, desire to become comfortable in their job functions, and decrease the desire to avoid their overtime duty.McGuire, John H.. “Productivity Gains Through Job Reorganization and Rotation”. Journal (American Water Works Association) 73.12 (1981): 622–623. Web... Goals = Why is job rotation beneficial? = Some employees are paid more for they are presenting that they are worth a greater amount since they can perform more than one job function and thus makes a higher incentive for more employees to be able to perform better in the workplace. It is a common perception to see that employees who normally opt into the program of job rotation that these individuals tend to have "higher perceived skills" and are more likely to be promoted. Sometimes job rotation is practiced for the individual worker's health benefit. This practice helps rotates the individual tasks and muscle movements. It reduces the stress of an average workday so that the workers do not feel the tension in their muscles as well as can keep up in their demanding workplace. There has been electromyographic studies on this technique from mining to assembly lines.Bengt Johnson, “Electromyographic Studies of Job Rotation,” Scandinavian Journal of Work, Environment & Health Vol 14 (May 1988):108-109.https://www.jstor.org/stable/40958847 Job rotation also gives a firm a back-up plan in the case a work-gap is created in the firm. Job rotation in action = Semco Partners = Semco is a Brazilian firm known for implementing job rotation in order to discourage key people from keeping trade secrets which might get lost should they leave, and because it forces the company to develop more than one expert in any particular field. = Toyo Kogyo Company = Toyo Kogyo Company is the Japanese firm that now produces Mazda automobiles. Toyo Kogyo has been practicing job rotation for over 20 years as a direct result of the oil embargo of the 1960s. Toyo looked to job rotation to fill gaps in experience due to the cutbacks needed during a downturn in the economy. This has resulted in company with a very efficient workforce that is more knowledgeable than their more specialized competitors. = Intel Corporation = Intel Corporation now uses job rotation as a means to fill temporary positions from within their own organization. In 11 months Intel filled about 1300 jobs lasting from weeks to years. These positions were available in various fields such as HR, Marketing, Finance and Product development. These assignments are meant to rein in restless workers as well as giving opportunities to employees to learn new technologies and strategies that they may not have been familiar with before. Many employees who experience this form of job rotation are given looks into fields that may be foreign letting them have a greater understanding of the company as a whole. = Virgin America = Virgin America has experimented with a one-year employee exchange program with Virgin Australia. The two companies traded flight attendants between each other to create excitement and energy among its employees. While trades are not as beneficial as job rotation among skill employees the short term benefits may help customer service and the general mood of the employees working for the airline. =Unilever= Unilever now enables job rotation for its employees for the purpose of personal growth. With the help of an internal talent mobilization tool, the company empowers employees with the visibility to relevant career opportunities within the organization and reduces voluntary turnover. In parallel, managers enjoy a better access to internal talent, which enables them to quickly fill in professional vacancies in a fraction of the usual hiring costs. Workers = Benefits = Job rotation may also be used to alleviate the physical and mental stresses endured by employees when working at the same position, year after year. By allowing employees to rotate to other positions, the risk factors for some types of musculoskeletal disorders may be reduced. Job Rotation is also believed to have the ability to decrease the amount of boredom and monotony experienced by employees who work the same position for extended periods of time. Job rotation caters to the employee's preferences in a variety of tasks, letting them be more flexible in their positions while endowing workers with a wide range of skills. This also allows the worker job security by developing multiple skills instead of specializing in one aspect. In times of urgency or emergency employees in job rotation are prepared to deal with unusual operations other more specialized workers may not be able to.Coşgel, Metin M., and Thomas J. Miceli. 1999. "Job Rotation: Cost, Benefits, and Stylized Facts". Journal of Institutional and Theoretical Economics (JITE) / Zeitschrift Für Die Gesamte Staatswissenschaft 155 (2). Mohr Siebeck GmbH & Co. KG: 301–20. https://www.jstor.org/stable/40752141. = Drawbacks = There are some negative attributes associated with job rotation. Firstly, some positions within a company may not be eligible for rotation. There may be positions within a company that may be specialized due to technology or may require highly skilled workers.Hsieh, A. These positions may not fit the profile for rotation opportunities because of the costs involved to train the workers. Another problem faced by companies is that some employ unionized workers that may be resistant to job rotation due to standard union practices.Jaturanonda,C. Private sector = Benefits = Employers are able to evaluate employees not only for their output but also for their personality traits and team work skills. "Output measures may easily be translated into attributes such as leadership abilities, technical competence, relations with others and judgement."Hatvany, Nina, and Vladimir Pucik. 1981. "An Integrated Management System: Lessons from the Japanese Experience". The Academy of Management Review 6 (3). Academy of Management: 469–80. https://www.jstor.org/stable/257382. Job rotation benefits the private sector by allowing workers to become flexible in skills needed throughout the company not just in one section or division, this allows companies to benefit through lower costs of needing to train new employees to do the same job. There are different reasons a company may choose to use job rotation such as using job rotation as a learning mechanism. Research suggests that there are significant benefits that may out weigh the costs involved with training employees for diversified positions. This employment opportunity has an effect of boosting morale and self efficacy.Schultz, D. The company may benefit from using job rotation by having the ability to staff key positions within a company that are needed at the moment instead of having to train a specialist to fill an urgent position. This practice may allow a company to run more efficiently, and as a result, become more productive and profitable. = Drawbacks = Cost of job rotation The cost of job rotation can be directly linked to the productive gains made through specialization. Theory determining the benefit to specialization- (1) Y=f(XuX2). > "We will refer to the inputs as "jobs" that must be performed in order to > produce the output. Suppose the firm employees two (initially) identical > workers, each of whom is capable of performing both jobs. Thus in a two- > period model, each worker could produce the same amount in the first period. > By assuming the workers are identical in their intrinsic skills, we focus on > the effect of the organization of work related skills. According to a well- > known principle spelled out by Adam Smith, a specialized worker improves his > or her skill over time by repetitively performing the same task. The gain > from specializations thus arises in the second period if workers remain in > the same job for both periods. In that case, we assume that the workers can > produce more in the second period. By contrast, if the workers switch jobs > in the second periord, then each produces in the second period the same > output that his or her counterpart had produced in the first period. To > capture this we let Y1 denote the total output in the first period, and Y2, > and Y2, denote the output in the second period under rotation and > specialization respectively. When workers rotate jobs in the second period, > Y2,= Y1; when the specialize and remain in the same job, Y2>Y1. > Specialization thus yields greater output over the two periods by the amount > Y2−Y2. This differential represents the cost of job rotation in terms of > forgone output." A problem faced by companies is the possibility of having to pay incentives to workers for cooperation with the job rotation implementation which can lead towards inequality.Black, S. The utilization of job rotation may have the effect of reducing a workforce due to the cross-training involved; a company may not be required to hire additional staff to cover positions and may cause a layoff of current employees no longer considered necessary. Public sector = Benefits = Job rotation in the public sector can be used to create communication networks between agencies. This is a benefit for agencies this in times of interagency involvement, or times of emergency.Successful Interagency Rotation Programs—A Win-Win for Participating Individuals and Organizations > "Interagency assignments can promote networks among personnel from the host > and home agencies. Job rotation programs can be designed with a formal > component to encourage networking, or networks can be established informally > through day-to-day interactions between the individual and his or her peers > at the host agency." > "Depending on the assignment, an individual can build specific skills needed > for interagency collaboration, such as how to plan, lead, and execute > interagency efforts. Several experts contend that the best way to teach > people to lead in a collaborative environment is to provide them with an > opportunity to do so." CRAIG, LAURA MILLER, and JESSICA NIERENBERG. 2014. "Interagency Rotation Programs: Professional Development for Future Enterprise Leaders". In Tackling Wicked Government Problems: A Practical Guide for Developing Enterprise Leaders, edited by JACKSON NICKERSON and RONALD SANDERS, 2nd ed., 141–52. Brookings Institution Press. https://www.jstor.org/stable/10.7864/j.ctt7zsvkw.14. = Drawbacks = Drawbacks from Job Rotation in the public sector are often affected the most by lack of cooperation between the agencies involved. Each agency must come into the project fully or the project is likely to fail; making these projects often hard to create or manage. Uneven exchanged in workforce talent can occur when one agency sends skilled personnel to another agency only to receive lower skilled personnel in return. This not only affects the consistency of work coming out of the first agency, but also has the effect of making managers more apprehensible to the aspect of future programs. Employees in these situations oftentimes feel that their careers are put on hold the moment they participate in rotation. Employees feel their contributions at other agencies will not be valued as much by their home agency. Employees feel they will be looked over and miss future opportunities due to lack of recognition and difference in location. > "These programs are not easy to design and manage effectively, and can > impose significant costs on the individuals and organizations involved. > Cultural differences that exist among different agencies, funding streams, > and authorities that flow toward a single agency rather than toward > enterprise-level goals are additional factors that complicate agencies’ > abilities to work together to design a win-win program." References *Black, S. E., Lynch, L. M., & Krivelyova, A. (2004). How Workers Fare When Employers Innovate. Industrial Relations: A Journal of Economy & Society, 43(1), 44-66. *Hsieh, A., & Chao, H. (2004). A reassessment of the relationship between job specialization, job rotation and job burnout: Example of Taiwan's high-technology industry. The International Journal of Human Resource Management, 15(6), 1108-1123. *Jaturanonda, C., Nanthavanij, S., & Chongphaisal, P. (2006). A survey study on weights of decision criteria for job rotation in Thailand: Comparison between public and private sectors. The International Journal of Human Resource Management, 17(10), 1834-1851. *Jorgensen, M., Davis, K., Kotowski, S., Aedla, P., & Dunning, K. (2005). Characteristics of job rotation in the Midwest US manufacturing sector. Ergonomics, 48(15), 1721-1733. *Ortega, J. (2001). Job rotation as a learning mechanism. Management Science, 47(10), 1361-1370. *Ronnie E.S. Santos, Fabio Q.B. da Silva, Maria Teresa Baldassarre, Cleyton V.C. de Magalhães, Benefits and limitations of project-to-project job rotation in software organizations: A synthesis of evidence, Information and Software Technology, Volume 89, 2017, Pages 78-96, ISSN 0950-5849, https://dx.doi.org/10.1016/j.infsof.2017.04.006. * Vocational education Human resource management Employment Occupations "
"Chomutov (; ) is a city in the Czech Republic, in the Ústí nad Labem Region. Chomutov has been a statutory city since 1 July 2006. It occupies an area of 29.26 km² and has almost 50,000 inhabitants. There are almost 80,000 inhabitants in the city's wider metropolitan area. Geography The city is located on the river Chomutovka, at the foot of the Ore Mountains. The surface is mostly flat with some hills in the north and southeast of the city. Administrative division Chomutov is a municipality with extended competence (), meaning the city holds certain administrative powers delegated from the state government. Of the 24 other municipalities that make up the metropolitan area, one (Jirkov) has an authorized municipality office, meaning it is delegated some parts of the authority of a municipality with extended competence. The administrative territory of Chomutov borders with Germany in the north. Additionally, it borders with the territories of Kadaň in the west, Louny in the south, Most in the east and Litvínov in the northeast. History In 1252 Chomutov came into the possession of the Teutonic Order. The Gothic church of St. Catharine built during that era still stands to this day. In 1396 Chomutov received a town charter, and in 1416 the knights sold both the town and the lordship to Wenceslaus IV. On March 16, 1421, the town was stormed, sacked and burned by the Taborites. After several upheavals and changes of ownership, Chomutov was taken by Popel of Lobkovic in 1588, who established Jesuit rule, leading to trouble between the Protestant citizens and the town's new overlord. In 1594 the feudal lordship fell to the crown, and in 1605 the town purchased its freedom and was made a royal city. After the Thirty Years' War, Chomutov stagnated. Rapid development did not come until the second half of the 19th century, with advances in the mining and heavy industries. By 1938 Chomutov had over 30,000 inhabitants. Part of the Sudetenland, it had a population comprising about 95% ethnic Germans. A very small Jewish population, (444 in 1930 – 1.3% of the total population), came under increasing pressure, and Chomutov was declared "Judenrein" on September 23, 1938 by the increasingly pro-Nazi administration. A week later, Chomutov and its surrounding districts were occupied by Nazi Germany as a result of the 1938 Munich Agreement. This broader, north-western border area of what is the modern-day Czech Republic was annexed by Germany and reorganized as the Reichsgau Sudetenland. After 1945, the previous population, German by a large majority, was expelled.App, Dr. Austin J., PhD, The Sudeten-German Tragedy, Maryland, 1979.de Zayas, Alfred Maurice, A Terrible Revenge, New York, 2nd edition, 1994. Industrial facilities and large high-rise housing projects were then built to redevelop the area. In the late 1970s an urban settlement was built, linking Chomutov with its neighbouring Jirkov. Following the Velvet Revolution of 1989, the heavy industry significantly decreased its activity, but the environment in and around the town has been visibly improved. The leisure facilities of the area were emphasised, notably the Alum lake, the Chomutov Zoo, and the Bezruč Valley recreational area. Development of population Historical sights Pillar of Trinity The centre of the historical city is in the shape of an oblong, and is surrounded by arcades. The Square of 1 May with its baroque Pillar of Trinity by Ambrož Laurentis from 1697 is banked by seven statues of saints built between 1725 and 1732. The Town Hall is situated in the northwest side and it used to be a commendam until 1607. The Town Hall is situated next to the church of St. Catherine built in early Gothic style and finished in 1281. On the opposite side there is the church of Assumption Virgin Mary, built in late Gothic style between 1518 and 1542, which is situated next to the 53 m tall City Tower which was renovated after the fire in 1525 and which is used as an observation tower. Church of Saint Ignatius At the end of the south side there is the Baroque church of St. Ignatz with two towers on the north frontage. The church was built for Jesuits by Carlo Lurago between 1663 and 1671. The building called Špejchar from the 17th century was used by Jesuits as earlier church and it adjoins the east side of the church of St. Ignatz. Nowadays it is used as a gallery. There is a Jesuitical dormitory south of the church of St. Ignatz from the 16th and 17th century which is nowadays a settlement of the city museum. The most important building from the Gothic residential houses is the late Gothic house no. 9, which is at the bottom of the northeast side of the square. Alum Lake, at an altitude of 337 m, is located on the northeast edge of Chomutov. It was caused at the end of the 18th century by flooding the mines used between the 16th and 18th centuries. It occupies an area of 16.3 ha, the maximum depth is 3.25 m and its volume is 285,000 m³. The high content (about 1%) of alum in the water from Alum Lake prevents the lake from the growth of weed and anabaena. For that reason it is very frequently visited in the summer months. The Ore Mountains Zoo borders with the Alum Lake on its north side. It is a zoo concentrated mostly on breeding European and mainly domestic wild animals (wolf, european bison, etc.). Bezruč Valley is a 13 km long and 200 m deep woody valley on the river Chomutovka in the northwestern side of the city and it is a popular place for trips. Strážiště Hill (551 m) rises over the northern edge of Chomutov and on its peak there is a hotel with an observation tower. Transport Roads through Chomutov: * no.: 7 (Prague- Slaný-Louny-Chomutov-St. Sebastian Hill) * no.: 13 (Karlovy Vary-Ostrov- Klášterec nad Ohří-Chomutov-Most-Teplice-Děčín-Nový Bor) Railways in Chomutov: * no.: 120 (Prague-Kladno-Žatec-Chomutov) * no.: 130 (Ústí nad Labem-Bílina- Most-Chomutov) * no.: 133 (Chomutov-Jirkov) * no.: 137 (Chomutov-Vejprty- Bärenstein) * no.: 140 (Chomutov-Kadaň-Karlovy Vary-Sokolov-Cheb) Public transport Transport around the town Chomutov is operated by buses since 1995 and also by trolleybuses. The operator of the trolleybus line is The Public Transport of Chomutov and Jirkov. Notable people *Matthäus Aurogallus (1490–1543), scholar *Franz Josef von Gerstner (1756–1832), mathematician *Franz Höfer von Feldsturm (1861–1918), Austrian Fieldmarshal *Max Fleischer (1880–1941), German-Jewish poet *Ernst Fischer (1899–1972), Austrian politician, writer *Hans Goldmann (1899–1991), Austrian-Swiss ophthalmologist and inventor, rector of the University of Bern *Erich Heller (1911–1990), British philosopher and literary scholar *Marian Korn (1914–1987), printmaker *Ernst Hassler (1922–2003), German author *Ernst Eichler (1925–2005), German ice hockey player *Edwin Kratschmer (born 1931), German author *Ruth Maria Kubitschek (born 1931), German actress *Rainer Holbe (born 1940), German TV host *Uschi Nerke (born 1944), German TV host *Jiří Žáček (born 1945), poet, writer and translator *Vlastimil Harapes (born 1946), dancer, director and choreographer *Petr Klíma (born 1964), ice hockey player *Pavla Hamáčková- Rybová (born 1978), pole vaulter *Simona Kubová (born 1991), swimmer Twin towns – sister cities Chomutov is twinned with: * Annaberg-Buchholz, Germany * Arenzano, Italy * Bernburg, Germany * Trnava, Slovakia Gallery File:Chomutov - Budova starého chudobince, později Policie ČR v Libušině ulici.JPGOld poorhouse building File:Chomutov - Městské divadlo, 4. června 2011.JPGCity theatre File:Chomutov - Budova okresního soudu, 2011.JPGDistrict court building File:Chomutov - Kostel svatého Ignáce 01.JPGSt. Ignatius church File:Chomutov - Jezuitský areál - nádvoří SKKS 01.JPGJesuitical dormitory File:Chomutov - Zástavba v ulici Na Příkopech, 2011.JPGCity block File:Chomutov - Pohled z Městské věže 06.JPGView of the town square File:Chomutov - Pohled z Městské věže 04.JPGTown hall and the church of St. Catherine References External links * Official site of Chomutov * Culture, sport and amusement in Chomutov * Chomutov ZOO Cities and towns in the Czech Republic Populated places in Chomutov District Towns in the Ore Mountains "
"Oneida Limited () is an American manufacturer and seller of tableware and cutlery. Oneida is one of the world’s largest designers and sellers of stainless steel and silverplated cutlery and tableware for the consumer and foodservice industries. It is also the largest supplier of dinnerware to the foodservice industry in North America."Monomoy Capital Partners Acquires Oneida Ltd". The company operates in the United States, Canada, Latin America, Europe, and Asia, marketing and distributing tabletop products, which include flatware, dinnerware, crystal stemware, glassware and kitchen tools and gadgets. The company originated in the late-nineteenth century in Oneida, New York.c.f. Oneida Circular, Oneida: Oneida Community, 1873. p. 193. History =Origins= The company arose out of the utopian Oneida Community, which was established in Oneida, New York, in 1848.C. N. Robertson, Oneida Community: An autobiography, 1851-1876. Syracuse: University Press, 1970. pp. 14-23. The Oneida Association (later Oneida Community) was founded by a small group of Christian Perfectionists led by John Humphrey Noyes, Jonathan Burt, George W. Cragin, Harriet A.Noyes, George W. Noyes, John L. Skinner and a few others.C. N. Robertson,Oneida Community, an autobiography. pp. 10-15. In 1880, after more than 30 years operating as a commune, the Oneida Community voted to transfer much of the common property to a joint-stock company to be known as Oneida Community Ltd. effective January 1, 1881.C.N. Robertson, Oneida Community, the breakup, 1876-1881. Syracuse: University Press, 1972. pp. 301-311. Oneida Community Ltd. was one of the earliest joint-stock companies in the United States. Its founders' religious philosophy helped inform the early development of the company, in which members of the former Oneida Community became shareholders in the company. Its progressive nature also allowed for a woman, Harriet Joselyn, to sit on the board of directors — a departure from the norm for the time. Oneida Community started production of silver-plated flatware and hollow-ware in 1899 using the "Community Plate" mark. Oneida Community purchased the Wm A. Rogers and 1881 Rogers companies in 1929 and started producing a somewhat lower-quality line of products using those companies’ marks. In 1935, Oneida Community changed its name to Oneida Ltd. =Post-war growth= Oneida Limited successfully adapted to the difficult economic conditions of the First World War and Second World War. Throughout both of these world economic upheavals, Oneida adapted its manufacturing capabilities. During the First World War, it produced ammunition clips, lead-plated gas shells, combat knives, and surgical instruments; during World War II, the company added army trucks, aircraft survival kits, and even jet engine parts to its manufacturing repertoire. Oneida made many goods for the war. The company then managed an innovative transition to the manufacture of stainless steel flatware in 1961, which eventually dwarfed its production of silver-plated flatware.A History of Oneida Silverware, China & Crystal In 1971, Oneida purchased the Camden Wire Co., Inc., a major manufacturer of industrial wire products. By the 1980s, Oneida made at least half of all flatware purchased in the United States. In 1983, the company acquired Rena- Ware, a Bellevue-based kitchenware manufacturer with a majority international operations. Oneida sold Rena-ware three years later. In 1984, it acquired D.J. Tableware, a flatware and china manufacturer that targeted the foodservice industry. =Modern era= At the end of the 1990s, the company encountered tough economic times, however it still tried to hold on to its mantle as the last remaining US-based manufacturer of flatware, knives, forks, and spoons. The events surrounding 9/11 negatively affected the hospitality and consumer tableware markets, and in November 2003, Oneida sold its 100-year-old Buffalo China plant and four overseas factories in Mexico, China, and Italy. "Oneida Ltd. To Close Five Plants" In February 2004, it sold off more assets to BC Acquisition Co. LLC for $5.5 million."Oneida Ltd. Finds Buyer For Buffalo China's Assets" Eventually, the manufacturing facilities in Sherrill, New York were sold to Sherrill Manufacturing on March 22, 2005."Sherrill Manufacturing resumes flatware production with boost from Internet retailer" In 1996, Oneida Limited acquired THC Systems, Inc., including its team of professionals, which operated under the name Rego China."Oneida Ltd. Acquires China Importing Firm" Oneida Limited transitioned from its manufacturing history and focused on design and marketing of its products that are globally sourced. Sales, marketing, advertising, procurement, customer service, legal and operational support is also still based in Oneida, New York. The company was taken private in 2006. Oneida no longer operates manufacturing in the United States. Partly as a consequence of the economic blowback from 9/11, Oneida Limited's sales fell more than $157 million.New York Times: "Oneida's Backer Sees a Future in Flatware" In 2006, the company filed for Chapter 11 bankruptcy. After stabilizing financially and reducing its debt load, the company was purchased by a group of hedge funds led by Monarch Alternative Capital. Oneida announced at the beginning of 2009 they were transitioning away from company-owned outlet stores due to poor financial results but retaining the original outlet store in Sherrill, New York."Oneida Ltd. closing outlet stores"Company Store In September 2010, Oneida launched a new website, Oneida.com. In November 2011, Oneida Limited was acquired by Monomoy Capital Partners, a mid-sized New York City equity fund."Oneida Ltd. president sees bright future under new buyer"Monomoy Capital Partners website In 2012 Monomoy merged Oneida with Anchor Hocking and created EveryWare Global. In January 2014, EveryWare Global announced its plans to close its regional office and the Oneida outlet store, both in Sherrill, NY, with the process starting in April. The original Oneida outlet store in Sherrill, New York, was closed April 26, 2014.http://www.oneidadispatch.com/article/OD/20140307/NEWS/140309371 EveryWare Global filed for bankruptcy in 2015. Monomoy-backed EveryWare Global to file for bankruptcy EveryWare Global was renamed The Oneida Group in 2017.EveryWare Global Changes Corporate Name to The Oneida Group Operations =Manufacturing= Oneida has had a variety of manufacturing facilities and capabilities throughout its existence. In addition to tableware, the company started out by manufacturing silk, traps, and chains. It gradually ceased these enterprises as they became less profitable for the company. In 1916, Oneida opened its first international factory in Niagara Falls, Ontario. Oneida was a major WW2 manufacturer. During World War II, Oneida purchased a factory in Canastota, New York, to manufacture army trucks, aircraft survival kits, and jet engine parts. Throughout the 1960s and 70s, Oneida's workforce grew from 2,000 to 3,000 workers, and it transitioned into manufacturing stainless steel flatware. Starting in 1977, and continuing throughout the 80s and 90s, Oneida acquired orthogonal manufacturing companies making such things as wire, flatware, and china. To compete with international manufacturing, Oneida implemented high-volume manufacturing lines in its factories. It also opened new factories throughout the world: a dinnerware factory in Juarez, Mexico; flatware factory in Toluca, Mexico; holloware factory in Shanghai, China; holloware factory in Vercelli, Italy."Oneida Completes Sale of Buffalo China Factory; Plant to Operate as Niagara Ceramics Corporation" In 2004, it closed those factories. Since its acquisition by Monomoy Capital Partners, Oneida has manufactured its products across North America, South America, Asia, and Europe by means of 50 manufacturing contracts."Oneida Limited buyout a 'home run'" =Advertising= Starting in 1899, Coles Phillips illustrated dozens of ads for the company, which was then known as Oneida Community.Coles Phillips Illustrations for Oneida Community Maxfield Parrish, John Whitcomb also illustrated advertisements for the Oneida's products"Maxfield Parrish has Upstate New York connections" Oneida also focused on print advertisements in home, fashion, bridal, and epicurean publications. It was also one of the first to employ celebrity spokespeople such as Bob Hope. Oneida inaugurated the practice by employing Irene Castle to promote its wares. During the 1960s, Deutsch Inc. worked on Oneida's advertising.by Richard Kirshenbaum More recently, Oneida's advertising campaigns have won several Clio Awards."Chris Collins: beyond trends" Brands Oneida Limited serves various customer segments by selling different brands of banquetware, flatware, glassware, and tableware. Its foodservice industry brands are Schonwald, Sant'Andrea, Oneida, and Buffalo. Its consumer products include the Oneida, Westminster and Stanley Rogers brands. =Schonwald= Oneida Limited is the exclusive American marketer and distributor of Schonwald foodservice dinnerware."Oneida/Schonwald Renew Alliance" The line is known for its trendsetting designs, advanced technology, and high quality. Schonwald is the company's 5-star luxury brand of foodservice dinnerware. =Sant'Andrea= Oneida Limited established the European-based Sant'Andrea brand in 1990. The line focuses on premium stainless steel or traditional silverplate flatware."Sant'Andrea Brand Portfolio" Oneida, through its Italian subsidiary, Sant'Andrea, S.r.l., acquired Table Top Engineering & Design, S.r.l. in 1998. TTE&D; had been the primary manufacturer of its Sant'Andrea line of fine foodservice dinnerware."Oneida Subsidiary Acquires TTE&D; Company in Italy" =Oneida= Silver plated tea service manufactured by Oneida Oneida Limited's main line has been available since the company's very beginning. The Oneida line is broken up into three sub-lines: Oneida Flatware, Oneida Holloware, and Oneida Dinnerware.Oneida Brand Portfolio The Oneida line of flatware and dinnerware is used by fine dining establishments, family restaurants, and hotels. =Buffalo= In 1983, Oneida Limited purchased Buffalo China, Inc., at the time one of the country's largest makers of commercial chinaware. After Oneida's 2004 series of factory closings and sales, Buffalo China ceased manufacturing, but Oneida retained the Buffalo China trademark and logos; it also retained the Buffalo China warehouse in Buffalo, New York."Oneida Completes Sale of Buffalo China Factory; Plant to Operate as Niagara Ceramics Corporation" The Buffalo Collection is Oneida's casual line of dinnerware, focusing on durability, practicality, and detail. References External links * Oneida website * Oneida Foodservice * Oneida Community Mansion House * Sherrill website Companies based in Oneida County, New York Oneida, New York Design companies established in 1880 Privately held companies based in New York (state) Manufacturing companies of the United States 1880 establishments in New York (state) Manufacturing companies established in 1880 "