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SARGENT Manufacturing Overview

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New Haven, CT
501 to 1000 employees
2006
Subsidiary or Business Segment
Business Services
$100 to $500 million (USD) per year
Unknown
One entryway SARGENT products won't lock is the door to opportunity. SARGENT Manufacturing Company makes security hardware, including cylinders, cylindrical locks, deadbolts, door closers, electro-mechanical access control products, exit devices, hinges, holders ... Read more

SARGENT Manufacturing Reviews

2.9
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Thanasis Molokotos
2 Ratings
  • "Not what it was"

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    • Work/Life Balance
    • Culture & Values
    • Career Opportunities
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    • Senior Management
    Former Employee - Manufacturing Engineer in New Haven, CT
    Former Employee - Manufacturing Engineer in New Haven, CT
    Neutral Outlook
    Approves of CEO

    I worked at SARGENT Manufacturing full-time (More than 10 years)

    Pros

    Still are a lot of good motivated people to work with. The company benefits from a strong culture but that could be changing. It still could be a good place to work depending upon your job function.

    Cons

    When I first came to Sargent soon after the company had joined ASSA ABLOY, the company was strong and fighting hard to compete with stiff competition and maintain profit margins. This changed soon after AA purchased the Yale Lock group when the corporation now owned many companies who did the same thing at various labor costs. Sargent has the highest labor cost in the lock industry and AA is determined to change that. Life at Sargent is all about cost reduction on a continuous basis. Even even though the company enjoys huge profit margins, they still manage the company as if it is on the verge of bankruptcy. Years ago, cost could be saved through design changes and Kaizen activities on the floor. But eventually these activities could not sustain the mandatory annual cost savings goals so the only thing left was outsourcing. At first this only involved hard to make high volume parts, but over time it included complete product lines and departments. The outsourcing was pushed even when the overall costs goes up with increased scrap, higher inventory and greater failures in the field. Most recently, the cost savings has involved moving product lines to sister companies with lower labor costs and has included engineering and design functions as well. The long term existence of the manufacturing end of the business in New Haven is doubtfully.

    Advice to Management

    Don't loose sight of what got you where you are. Come up with a long term plan concerning outsourcing, communicate it to the company then stop.

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