Okuma Jobs & Careers

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3 days ago

Applications Engineer

Okuma Charlotte, NC

• Program and set up Okuma machines and peripherals in support of events, lunch and learns and customer visits • Operate and troubleshoot… CareerBuilder

3 days ago

Systems Engineer III

Okuma Charlotte, NC

• Identify, investigate and evaluate new and existing technology solutions. • Provide consultation on complex projects to plan and accomplish… CareerBuilder

Okuma Reviews

1 Review
1 Review

Recommend to a friend
Approve of CEO
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Junro Kashiwa
0 Ratings

    Great employees who are devoted to a company that has been operating too long to operate like a startup.

    • Comp & Benefits
    • Work/Life Balance
    • Senior Management
    • Career Opportunities
    Former Employee - Manager in Charlotte, NC
    Former Employee - Manager in Charlotte, NC

    I worked at Okuma


    The comaraderie is exceptional. The mfg environment is clean and organized. The total rewards program seems to be on matching external salaries and leading in benefits. The Japanese PCNs are wonderful to work for and enjoy the mentor roll. As expected, they are slow, methodical, calculating and protective of the Mother company's assets. Their American counterparts shoot from the hip so it creates a synergy that works most of the time. Small, intimate company. Close relationship with the distributors and end-users who often describe Okuma's service as "better than the others" instead of provider of excellence. They offer the best, most reliable products in the market.


    silo functioning with little cross-communication. Short-term results oriented. As many hours as you want to work with little recognition if you go above and beyond, so you must be self-satisfied at a job well done. Disappointing, as there are many opportunities for improvements but they seem happy with the status quo. No succession planning. Strong monthly sales quota oriented to the exclusion of common sense and costs to achieve them. Strong, smart CEO who would be better over the Sales function than running the company.

    Advice to ManagementAdvice

    There is little line-of-sight between organizational goals and payoff to workers. Okuma values hard work, but not working smartly. Goals are generally developed as a response to sudden circumstances (a bad sales month) or IMTS (trade show). There is little empathy with Okuma's distributors; Okuma dictates but doesn't design their processes around distributor needs and therefore can't offer the tools to make them more efficient. Communication is not the result of design or strategy and there are no visible attempts at Organizational Development. There are few org goals or periodic feedback on progress being made toward them (except sales quotas).

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