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There are newer employer reviews for Ormco

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Great emerging company

  • Comp & Benefits
  • Senior Management
  • Culture & Values
  • Career Opportunities
Current Employee - Anonymous Employee
Current Employee - Anonymous Employee

I have been working at Ormco

Recommends
Approves of CEO
Recommends
Approves of CEO

Pros

Speciality market. Great opportunity if you spend a couple years working in your territory.

Cons

communication and delivery on certain aspects is slow. compensation and plan build is iffy.

Advice to Management

Thanks for putting out high quality innovative products each year for us to sell.

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  1. Lack of professional development

    • Comp & Benefits
    • Work/Life Balance
    • Senior Management
    • Culture & Values
    • Career Opportunities
    Former Employee - Anonymous Employee
    Former Employee - Anonymous Employee

    I worked at Ormco

    Doesn't Recommend
    Negative Outlook
    No opinion of CEO
    Doesn't Recommend
    Negative Outlook
    No opinion of CEO

    Pros

    Decent pay, great people to work with.

    Cons

    No professional development offered. Poor communication from management.

  2. Non R&D, Unrewarding Drudgery for R&D Engineers, Punctuated by Glimmers of Hope for Change

    • Comp & Benefits
    • Work/Life Balance
    • Senior Management
    • Culture & Values
    • Career Opportunities
    Former Employee - R&D Engineer in Glendora, CA
    Former Employee - R&D Engineer in Glendora, CA

    I worked at Ormco full-time (More than 3 years)

    Doesn't Recommend
    Negative Outlook
    No opinion of CEO
    Doesn't Recommend
    Negative Outlook
    No opinion of CEO

    Pros

    Pay was pretty decent. There have been some hard working, dedicated employees over the years, which provide a nice micro climate of shelter from the surrounding chaos.

    Cons

    R&D Engineers are treated as the primary person responsible for all aspects of a product line, including research and development, project management, regulatory, V&V, documentation, operations, process development, etc. They are the go-to guy to solve all problems. Other departments never take responsibility. But the R&D engineers have no authority to get the support they need from other departments, or to push back on demands from other departments. The engineers get no support or protection from middle management, who are concerned about their own short term career goals and don't want to stick their own necks out. As a result of this situation, every department dumps all their garbage onto the R&D engineers, who get stuck doing all the tedious heavy lifting, cleaning up everyone else's mess, putting out fires, and becoming the default scapegoat for failures. Because of this structural flaw, R&D engineers have no capacity left to do the research and development work that they should be doing. The highly skilled, highly trained, highly intelligent thoroughbred race horses of the company are being misused and burnt out as plow horses.

    If this setup continues, there is no real chance of this company ever developing significant new innovative products going forward. Perhaps this is an intentional move by management, who recognize that orthodontic products are fast becoming commodities, and investment in new products doesn't have the power to generate additional revenue as it once did. Any future growth from new products is likely to occur through acquisition, rather than developed from within. So management is gradually and continuously shifting the R&D department into a utility role, recognizing that they are highly capable personnel, but there is no demand for R&D engineering.

    Counterproductive interdepartmental politics is a pervasive problem, with a few people in critical positions generating most of the heat to benefit their own careers at the expense of the company. This is enabled by too many levels of management, with a distant, removed upper management who just see the numbers and are not in touch with the day-to-day operations. This arrangement encourages middle management to manipulate the numbers to make themselves look good, while presenting a heavily spun picture which shifts the blame to others and gives the impression that they are being productive and creating value which they are not. For example, an R&D engineer will hold regular project planning meetings to coordinate the launch of a new product. Individuals from other departments will habitually choose not to participate in those planning meetings, but then at the upper management briefings, they will speak as if they are at the center coordinating everything, while secretly suggesting that the engineers are dropping the ball and not doing their job. I like to think that the skeletons in the closet will eventually catch up with the con artists, upper management will get wise, and a few people will lose their jobs with a house cleaning. But by the time this happens, most of the trouble makers will have survived long enough to make it into a comfortable retirement.

    Incoming engineers should expect to be stuck doing the lowest grunt work that no one else is willing to do, receive none of the credit for successes, and receive all the blame for failures. Hard work and successful execution is generally not rewarded. Out performing engineers are given the responsibility and work load of a senior engineer without the title or promotion.

    Advice to Management

    If you're serious about developing new products, you need to protect R&D engineers from inundation by the piles of garbage dumped on them daily from other departments, and give them the breathing space to do what they're trained for. If you're not serious about new product development, you need to be straight with interviewing engineers. Stop calling it "R&D", and plainly tell them that they're going to spend most of their time doing the heavy lifting for regulatory, customer service, operations, etc. Otherwise you're going to continue having a high rate of turn over, with all your valuable talent running out the door as soon as they understand the situation.

    Upper management need to be more involved in day-to-day operations, and come down hard on middle managers playing politics. The handful of people generating the friction need to feel the sting hard enough to convert this behavior from a net positive to a net negative career strategy. A slap on the wrist and a 10 minute talk with HR isn't sufficient to accomplish this.

There are newer employer reviews for Ormco
There are newer employer reviews for Ormco

See Most Recent

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